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City of Wagga Wagga
City of Wagga Wagga
City of Wagga Wagga
City of Wagga Wagga
City of Wagga Wagga
City of Wagga Wagga
City of Wagga Wagga
City of Wagga Wagga
City of Wagga Wagga
City of Wagga Wagga
City of Wagga Wagga
City of Wagga Wagga
City of Wagga Wagga
City of Wagga Wagga
City of Wagga Wagga
City of Wagga Wagga
City of Wagga Wagga
City of Wagga Wagga
City of Wagga Wagga
City of Wagga Wagga
City of Wagga Wagga
City of Wagga Wagga
City of Wagga Wagga
City of Wagga Wagga
City of Wagga Wagga
City of Wagga Wagga
City of Wagga Wagga
City of Wagga Wagga
City of Wagga Wagga
City of Wagga Wagga
City of Wagga Wagga
City of Wagga Wagga
City of Wagga Wagga
City of Wagga Wagga
City of Wagga Wagga
City of Wagga Wagga
City of Wagga Wagga
City of Wagga Wagga
City of Wagga Wagga
City of Wagga Wagga
City of Wagga Wagga
City of Wagga Wagga
City of Wagga Wagga
City of Wagga Wagga
City of Wagga Wagga
City of Wagga Wagga
City of Wagga Wagga
City of Wagga Wagga
City of Wagga Wagga
City of Wagga Wagga
City of Wagga Wagga
City of Wagga Wagga
City of Wagga Wagga
City of Wagga Wagga
City of Wagga Wagga
City of Wagga Wagga
City of Wagga Wagga
City of Wagga Wagga
City of Wagga Wagga
City of Wagga Wagga
City of Wagga Wagga
City of Wagga Wagga
City of Wagga Wagga
City of Wagga Wagga
City of Wagga Wagga
City of Wagga Wagga
City of Wagga Wagga
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City of Wagga Wagga

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  1. City of Wagga Wagga e-Business Strategy 2007-2012
  2. City of Wagga Wagga 2007-2012 Draft e-Business Strategy TABLE OF CONTENTS Content Page 1. Executive Summary 1 2. Introduction 3 3. The Current Situation 6 4. A Framework for Moving Forward 15 5. Goals for Wagga Wagga City Council 20 6. Implementation 22 7. Conclusion and Next Steps 26 2007-2012 Draft e-Business Strategy – Page 0
  3. City of Wagga Wagga 2007-2012 Draft e-Business Strategy Executive Summary Wagga Wagga is New South Wales largest inland city. Wagga Wagga City Council provides a wide range of services to a diverse community and is committed to continuous improvement in the provision of ‘Best Value’. This e-Business Strategy provides a framework for review of service delivery processes and investment in e-technology. The framework will ensure a focus on increasing ease of access by the customer, streamlining processes and integration of systems, not merely application of technology. As part of the development of this Strategy a review of the current situation was undertaken. This review identified a multitude of independent data bases and systems leading to much rework and inconsistent information. Research, analysis of options and consultation resulted in a number of goals to achieve the vision of – Wagga Wagga City Council – a leader in e-Business and service excellence – a city where technology fully supports the provision of; one face to the customer, one point of entry for all data and seamless channels for processes, resulting in a more rewarding workplace where non-value adding rework is replaced by innovation and teamwork. The four goals to achieve this vision are: 1) 31 March 2007: Complete the Regulation Reduction Incentive Fund (RRIF) goals. 2) 31 December 2008: Become fully “Informational”, this includes 100% of Council service areas having an informative web presence. 3) 31 December 2009: Targeted services are transactional, this includes introducing the ability to pay 90% of fees electronically. 4) 31 December 2012: Deliver citizen centric services. Customers will be able to interact with Council across the full range of appropriate services and information presented to customers will match their specific requirements. In achieving these four major goals and therefore a move to seamless service delivery by 2012, the organisation will also deliver major structural change in workflows and practices. 2007-2012 Draft e-Business Strategy – Page 1
  4. City of Wagga Wagga 2007-2012 Draft e-Business Strategy Initially, priority will be given to processes or projects that provide development of capability to enable e-Business. This will include but not be limited to: • Projects addressing greater alignment and integration of corporate systems, • Projects related to/supporting RRIF funding initiatives, • “Quick Wins” (low cost and immediate impact changes), • Ongoing commitment of resources to detailed project planning and full implementation, • Communication and education (internal and external), • Effective education to both employees and members of the community prior to implementation of each stage / project going “live”. 2007-2012 Draft e-Business Strategy – Page 2
  5. City of Wagga Wagga 2007-2012 Draft e-Business Strategy Introduction This strategy has emerged from the adoption in 2004 by Wagga Wagga City Council (WWCC) of a Strategic Plan ‘Toward 2010’ which includes a Business & Financial goal ‘A financially secure and sustainable organisation that delivers best value services and programs’. As part of this goal Council set an outcome for the community to have ‘50% of business online by 2010’. The e-Business strategy has redefined this goal by presenting four incremental goals which are clearly measurable and attainable. The timeframe for implementation of these goals extends until 2012. Figure 1 presents the e-Business strategy in the overall context of the Council’s Strategic Plan and the relationship of both strategies to Council’s annual Management Plan. The diagram also shows the external factors which influence the development and implementation of those plans. To deliver this goal an e-Business Steering Committee was established in March 2006 and charged with responsibility for developing an e- Business Strategy which would enable achievement of this goal. The Committee has focused on providing a clear path for Council to move to its e-Business goals. The resulting strategy sets Council on a path of examining its core businesses and moving to delivery of seamless, efficient and outcome focussed, citizen-centric services. In support of this journey, this document provides: • A framework for decisions on investment in technology, • A means of communicating Council’s e-Business direction, Figure 1: e-Business strategic alignment 2007-2012 Draft e-Business Strategy – Page 3
  6. City of Wagga Wagga 2007-2012 Draft e-Business Strategy • The basis for a high level implementation plan, • Guidelines for managers assessing e-Business opportunities, • High level goals and an implementation and review approach. Whilst this document has been written for the Executive and all managers of Council, it has been recognised that it will also be of interest to staff and the public. The success of the e-Business Strategy is dependent on Wagga Wagga City Council technology fully supporting the provision of: • one face to the customer, • one point of entry for all data, • seamless channels for processes (both divergence and convergence), An effective e-Business Strategy will also result in a more rewarding workplace where: • non-value adding rework is replaced by innovation and teamwork – “systems that work for all users working on the system”, • there is time for reflection, continuous review and learning, informed by access to meaningful trend data. What is e-Business? For the purposes of developing this strategy, e-Business has been defined as: - “the comprehensive application of Information and Communication Technology (ICT) to Council services, thereby transforming operations; resulting in enhanced integrated service delivery.” If Council is to operate effectively in the global environment of the 21st Century and improve decision making, provision of services, communication and participation with the community, improvements in the application of ICT is essential. To get the very best out of new technology Council must develop a culture of innovation, not just automation. 2007-2012 Draft e-Business Strategy – Page 4
  7. City of Wagga Wagga 2007-2012 Draft e-Business Strategy What are the Benefits of e-Business? Achievement of an innovative culture and strategic e-Business application will benefit Council and the Wagga Wagga Community by: • Development of a culture of integration and collaboration, • Providing easier access for the community to participate in decision making, • Providing greater choice for citizens to access the type of information and services required in both method and timing of access, • Minimising citizens’ need to know how Council is organised in order to access the information and services they require, • Enabling Council to deliver information and services more effectively, efficiently and conveniently. To achieve the goal of being a leader in e-Business and service excellence, WWCC will need to move service delivery through the following stages of electronic maturity: Informational Council’s e-Business initiatives will be largely content-based, with a focus on delivery of high demand, qualitative services to the local community. Transactional Externally, Council’s e-Business presence will develop towards a transaction focus, whereby city stakeholders will be able to transact business with WWCC via the e- Business channels. The focus during this stage will be on identifying and implementing high-demand services in a self service environment. Internally, Council’s systems will be moving towards data warehousing and integrated data collection. Plans will be in place to streamline processes to support next stage of integrated service delivery. Council will be deploying channels appropriate to the e-Business strategy and working towards optimum integration of business systems. Transformational Council’s e-Business profile will by this stage provide seamless integration between the community and the Council’s services. Customers will be able to interact with Council across the full range of appropriate services. Council will enjoy single point of entry, storage, processing, and information retrieval. The focus will be on integration and automation of all relevant processes with data warehousing solutions providing integrated and streamlined information retrieval. 2007-2012 Draft e-Business Strategy – Page 5
  8. City of Wagga Wagga 2007-2012 Draft e-Business Strategy 3. The Current Situation 3.1 Where is Council now, compared to where it wants to be? This analysis provides a “snapshot” of where Council is today in comparison to where it needs to be to fulfil the vision. This analysis was performed using the following broad categories, therefore a more detailed assessment must be performed during preparation of each business case: • Data Management and Systems Integration, • Information Provision, • Mapping, • Tendering, • Customer Request Management (CRM), • Applications and recruitment, • Development Applications, • Bookings, • Online payments and transactions, • Asset management, • Inspections, licensing and permits, • Reporting. 2007-2012 Draft e-Business Strategy – Page 6
  9. City of Wagga Wagga 2007-2012 Draft e-Business Strategy Figure 2: Current vs future systems and information integration 2007-2012 Draft e-Business Strategy – Page 7
  10. City of Wagga Wagga 2007-2012 Draft e-Business Strategy The table below sets the current situation for each of the above categories, the desired state to achieve the vision, benefits of the change and broad steps for making the shift. In identifying the potential benefits from proposed changes the following benefits were seen to accrue from all initiatives: • Improved relationships with the community, Council’s partners and between sections of Council, • Reduced variability in service standards, • Cost and time savings, • Consistency of information, • Freeing of staff from routine transactional work to more value adding tasks, • Opportunities to benchmark Council’s performance, • A more skilled workforce. Gap Analysis Where is Council now? Where does Council need to be? How do we get there? What are the benefits? Data Management & Systems integration • Multiple systems with little or no • Full integration of systems and data • Detailed analysis of requirements • Base position for implementation of integration • Each system utilises core data from and capabilities long term strategic e-Business • Multiple storage of the same data centralised data warehouse • Data cleansing, conversion and solutions items, inconsistent formats, quality, • Assurance of currency and accuracy integration multiple owners of the same data of data • Build / amend interfaces and • Single owner for each data item and validation to streamline access from sharing of common items across warehouse multiple systems • System changes to effect data changes • Implementation of data warehouse solutions 2007-2012 Draft e-Business Strategy – Page 8
  11. City of Wagga Wagga 2007-2012 Draft e-Business Strategy Where is Council now? Where does Council need to be? How do we get there? What are the benefits? Information • Hard copy • Centrally coordinated, current, • Priorities for uploading information • Reduction in direct enquiries to staff • Frequently duplicated accurate and relevant information set in consultation with data owners • Less duplication • Not easily accessible available outside core business • An assessment of the information • Knowledge base for call centre • Council currently provides 426 hours via user-friendly interfaces available will lead to a ranking based providing the ability to deliver services, with information on the • Quarterly review of web content for on the amount of work required to services with consistency across Council’s website of only about 142 the maintenance of information, make the data meaningful and user- numerous channels of these interactive maps and links friendly • Accountability for accuracy and currency to rest with Directorates. • Corporate framework guides the standards to ensure a consistent and complete organisation approach to presentation of e-data Mapping • Static format available online • User friendly interface • Achievement of this outcome is • Significantly increase the value and • Not user friendly • Geographic/spatial images underpin dependent on successfully availability of the data to users • No real-time link access to most data addressing accuracy and format • Consistency in presentation • Not searchable issues and completing two significant • Interactivity • No protocols for presentation of data project stages: 1. Achieve full accuracy of Council’s DCDB (July 2007) 2. Preparation of a GIS Strategy Tendering • Manual process • e-lodgement of tender • Determine the capabilities and • Consistency and ease of managing • Hardcopy information delivery and • Web delivery of documents specifications for the required system legislative requirements receipt • Assess the capabilities of Council’s • Greater access to information by current systems potential suppliers • Implementation of preferred option • Streamlined / more efficient process • Training of appropriate staff 2007-2012 Draft e-Business Strategy – Page 9
  12. City of Wagga Wagga 2007-2012 Draft e-Business Strategy Where is Council now? Where does Council need to be? How do we get there? What are the benefits? Customer Request Management (CRM) • No formal tracking or workflow • Automatic logging and tracking of • Determine the capabilities and • Process becomes more transparent system request specifications for the required system • More professional face to the • One face to customer • Assess the capabilities of Council’s customer current systems • Increase accuracy • Implementation of preferred option • Consistent approach to handling all • Training of appropriate staff requests • More timely response Applications / Recruitment • Manual entry of information for each • Internet-based applications • Determine the capabilities and • Cost savings through elimination of prospective employee’s data into integrated with Council’s systems specifications for the required system rework and minimisation of errors Aurion • Assess the capabilities of Council’s • Increased competitiveness in current systems employment market place • Implementation of preferred option • Applications can be submitted online • Training of appropriate staff • Ease of dealing with Council Development Application (DA) Process • Manual processing • Fully automated workflow process, • The RRIF project will enable an • Improved relationships with Small • Information and application forms with online customer tracking and upgrade of Council’s Proclaim and Business, Developers and the available electronically internal audit facilities Finance One systems community through transparency and • Electronic lodgement and payment • RRIF will enable Council to tracking commence the development of online • Demonstrated legislative compliance planning processes • Streamlined workflow • Consistency and quality – reduced variability 2007-2012 Draft e-Business Strategy – Page 10
  13. City of Wagga Wagga 2007-2012 Draft e-Business Strategy Where is Council now? Where does Council need to be? How do we get there? What are the benefits? Bookings • Civic theatre tickets are available • Sports grounds, halls, community • Source background information • Confidence in system online centres and garden spaces booked • Data collection of facility details • Transparency and ease of access to • Part-time bookings officer online • Review of facilities costings information responsible for manual bookings of • A “booking kit” outlining costs • Develop kit • Reduced customer complaints sports fields, halls, community responsibilities and procedures • Purchase software and train • More efficient allocation of limited centres, meeting rooms and lights available appropriate staff resources • Online payment via a secure site • Automated reporting • Bookings online: availability of facilites, costings and payments options • Automatic ticket mailout Online Payments and Transactions • Face to face interaction • Secure single transaction point on • Determine the capabilities and • Reduce overdue payment • 75% of rates paid electronically WWCC webpage specifications for the required system • Provide better service • Reporting & receipting system for • Assess the capabilities of Council’s WWCC and customers current systems • Implementation of preferred option • Training of appropriate staff Asset Management • Recording and inspection of assets is • Automated workflow, costings and • Adequately plan for the cleansing • Enable Council to make more a manual process works programming and integration of all existing data informed decisions regarding • Multiple rating criteria and data sets • Reporting and audit facilities via • Develop and implement asset investment in assets • Information not easily accessible spatial and tabular format management strategy, procedures • Non uniform approach, manual and • Realtime updating of required and and criteria hardcopy format completed work • Provision of GPS/GIS field • Total Asset Management system equipment. Integrate inspection (TAM) fully operational strategy with maintenance regime • Investigate and source TAM system 2007-2012 Draft e-Business Strategy – Page 11
  14. City of Wagga Wagga 2007-2012 Draft e-Business Strategy Where is Council now? Where does Council need to be? How do we get there? What are the benefits? Inspections, Licensing and Permits: • Manual booking process, hardcopies • e-lodgement, automatic workflow and • Streamline/ record process • Increased efficiency and accuracy of and Outlook tracking of request • Purchase software and integrate with records • One face to customer Councils existing systems • Faster decision making and ease of • e- scheduling of inspections • Ensure compliance with legislation compliance with legislative • Hand held technologies surveillance • Development of eForms for all requirements staff licences • Research commercially available software by topical users and Information Services Reporting against Corporate Objectives: • Manual and electronic processes via • e-lodgement , automatic workflow • Optimal implementation of Outcome • Ease of access various systems with limited and tracking of reports Manager • Systematic and consistent reporting integration • Consolidated management • Training of users process information available on request • Monthly reporting to Council • Reducing rework from single point of across entire organisation • Develop and implement strategy entry 2007-2012 Draft e-Business Strategy – Page 12
  15. City of Wagga Wagga 2007-2012 Draft e-Business Strategy 3.2 Assessment of Support for Moving to e-Business The August 2006 City of Wagga Wagga Community Survey, indicated that 10% of the community already contact Council via the internet, while 26% use the website to find information. During preparation of the strategy, consultation with key internal stakeholders occurred 1 , including: • Managers, • Internal Staff, • Outdoor Staff, • Council’s Executive Team, • Targeted Operations of Council. This consultation was via an anonymous survey. The analysis of the responses showed that: • staff are confident that the Council is going to introduce significant systematic and strategic changes by the development of numerous e-Business opportunities, • e-Business will reduce operating costs, improve customer service outcomes and improve workflows, • staff are confident in their knowledge of Council’s current systems and the use of these systems to carry out their roles, • staff are willing to change work practices to better utilise the existing systems, • staff believe that e-Business is important to the organisation today and will be more important in the future. The survey highlighted potential impediments to the successful implementation of an e-Business strategy: • staff are not confident that the knowledge and skills required to successfully introduce e-Business to the organisation are readily available in-house, • staff hold the belief that, as an organisation, WWCC does not manage technology change well and that regular training is needed in Information Systems and Technology. 1 A detailed report of this consultation may be found in Appendix 2. 2007-2012 Draft e-Business Strategy – Page 13
  16. City of Wagga Wagga 2007-2012 Draft e-Business Strategy The five applications that are deemed most critical by the staff are Exchange/Outlook (email), Microsoft Word, Microsoft Excel, DataWorks and the Internet . Analysis of several organisational reviews conducted recently demonstrated further support for the move to e-Business. The Asset Management, Town Planning and Governance Review all recommended greater integration of information systems through improved application of technology. 2007-2012 Draft e-Business Strategy – Page 14
  17. City of Wagga Wagga 2007-2012 Draft e-Business Strategy 4. A Framework for Moving Forward The e-Business strategic framework shown in Figure 3 below encapsulates the transformation of Council’s existing business (including information, processes, data storage and utilisation, and integration) into an e-Business model. The external factors influencing the transformation are largely technology and customers. These external influences shape the business and identify possible solutions to implement e-Business. Figure 3: e-Business strategic framework 2007-2012 Draft e-Business Strategy – Page 15
  18. City of Wagga Wagga 2007-2012 Draft e-Business Strategy These identified solutions need to be assessed via the Business Transformation process, which provides direction to Council when making further investments in technology. In order to provide best value, future investments in technology should focus on enhancing integration. Therefore, Council needs to ensure that existing and future corporate systems effectively interact/integrate as well as delivering the required outputs. The framework has been developed to ensure a comprehensive analysis of opportunities for utilising existing technology prior to further investment and for new investments to be assessed corporately. Each business case will be assessed to ensure it fits with the corporate e-Business vision. Figure 4 below describes the process of transforming an idea into a project for implementation under the e-Business strategy. As part of the implementation of the e-Business strategy, a detailed manual defining the development and approval of business cases, together with templates for that process, will be deployed. 2007-2012 Draft e-Business Strategy – Page 16
  19. City of Wagga Wagga 2007-2012 Draft e-Business Strategy Figure 4: The Business Case Process 2007-2012 Draft e-Business Strategy – Page 17
  20. City of Wagga Wagga 2007-2012 Draft e-Business Strategy The constructs for determining whether a business case is supportive of the vision are: • Enhanced customer service, • Efficiency gains, • Full compliance with legislation and policy, • Level of contribution to greater integration and moving the organisation to single data entry, • Support for improved interoperability, • Enhancement of organisational preparedness for transformation. These constructs are described in the table below: Construct Definition 1. Enhanced • Service delivery will focus on customer need (both internal and external) Customer Service • The proposed changes will provide the customer with greater access to Council services and information outside normal core business hours • Access will be easy and convenient and the services provided of a consistently high quality • An individual’s privacy and security will be maintained at all times • Staff have full access to accurate information and processes are consistent across the organisation 2. Efficiency Gains • The initiative will increase automation and reduce the labour requirement to achieve outcomes • The application will increase the speed and efficiency of the process • The change will increase consistency of process and information 3. Full Compliance • The proposed initiative will comply with all relevant Acts and legislative requirements and all Council policies 4. Improved • The proposed change will integrate with Council’s key systems Integration • The initiative will facilitate the move to single point data entry 5. Interoperability • The Australian Government Technical Interoperability Framework (2005) considers that ultimately the collaboration between agencies to deliver more efficient and effective government services will require compatibility of the policy, legal and business environments across 2007-2012 Draft e-Business Strategy – Page 18
  21. City of Wagga Wagga 2007-2012 Draft e-Business Strategy agencies. The proposed changes support greater interoperability with Council’s partners 6. Preparedness for • The proposed investment in technology is based on a fundamental review of service delivery processes 2 that has taken into account the Transformation overall organisational context to ensure that provision of services is maximised and best value achieved The review of the current situation in relation to e-Business revealed many opportunities for simple changes that can be implemented at minimal cost. These “Quick Wins” are defined as a change which may already be started and: • Can be achieved within three to six months, • Can be implemented within existing resources, • Will have an immediate positive impact, • Fits with the long term strategy. A stream of implementation of this strategy will consist of enabling “Quick Wins” within and across Directorates of Council. 2 “E-government involves a fundamental re-thinking of how technology can improve the very process of government. It will transform the design and delivery of government services and the relationship with citizens”. Federal E-government Strategy 2007-2012 Draft e-Business Strategy – Page 19
  22. City of Wagga Wagga 2007-2012 Draft e-Business Strategy 5 Goals for Wagga Wagga City Council 5.1 Wagga Wagga City Council will: Goal 1: Complete the RRIF goals by 31st March 2007 • Meet reporting requirements, • Goals achieved on time / in full, • Secure all funding. Goal 2: Become fully “Informational” by 31st December 2008 • 100% of Council service areas have an informative web presence (including all common forms). Some information services will be dynamic, utilising interactive capabilities, • Substantial decrease in front counter visits and phone calls for information, • Targeted increase in use of online services by members of the community up from 26% to greater than 50%. Goal 3: Targeted services are transactional by 31st December 2009 • high-demand services delivered in a self service environment, • Utilisation of data warehousing and fully integrated data collection, processing and storage, • Plans in place to streamline processes to support next stage of integrated service delivery. The focus will be on: o Document and records management, o Centralised storage and control of content, o Integrated information, o Development of plans to integrate systems and develop MIS. • Provide ability to pay 90% of fee types online. 2007-2012 Draft e-Business Strategy – Page 20
  23. City of Wagga Wagga 2007-2012 Draft e-Business Strategy Goal 4: Deliver citizen centric services by 31st December 2012 • Full range of appropriate services delivered interactively to customers, • Council’s systems will be deployed in a fully integrated fashion, with a focus on integration and automation of all relevant processes with development of data warehousing solutions for integrated and streamlined information retrieval. In achieving these four major goals and therefore a move to seamless service delivery by 2012, the organisation will also deliver major structural change in workflow and practices. 5.2 Priorities Priority to implementation will be given to processes or projects that provide development of capability to enable e-Business. This will include but not be limited to: • Projects addressing greater alignment and integration of corporate systems, • Projects related to/supporting RRIF funding initiatives, • Quick wins, • Ongoing commitment of resources to detailed planning and full implementation, • Communication and education (internal and external), • Effective education to both employees and members of the community prior to implementation of each stage / project going “live”. 2007-2012 Draft e-Business Strategy – Page 21
  24. City of Wagga Wagga 2007-2012 Draft e-Business Strategy 6. Implementation The e-Business Strategy has been developed to provide a framework in which Council implements change using technology. The Strategy provides for the achievement of challenging goals in a coordinated, corporate approach aligned with the strategic goals of Council. The intent is that following implementation, e-Business services will be subject to continuous review in accordance with The Australian Business Excellence Framework (ABEF) principles (Appendix 3). 6.1 Immediate Action Plan Following endorsement of this strategy implementation of the three year action plan will commence. Implementation will proceed through two initial stages, followed by the final stage of ongoing implementation and review. Stage 1 – Planning and Commitment Building Successful implementation of the strategy is dependent on comprehensive planning to ensure adequate management of risk and the development of the prerequisite understanding and skills to ensure commitment to change. A program of communication (internal and external) will be designed and implemented to commence the process on commitment building and enable regular feedback to enable monitoring of the level of take-up of e-Business. Stage 2 – Initial Implementation Simultaneous initiation of a large number of major change projects can result in critical projects becoming derailed, therefore successful implementation of the RRIF project and a few ‘quick wins’ to demonstrate to the community and the organisation the potential benefits of the strategy will prepare the ground for major changes. During this stage feasibility analysis and preparation of detailed business plans will lead to decisions on investment in major initiatives. Stage 3 – Ongoing Implementation Stage 1 and 2 will identify the approaches to be used to roll out major change resulting from decisions to invest following presentation of sound business cases to Manex. Reporting via Outcome Manager. 2007-2012 Draft e-Business Strategy – Page 22
  25. City of Wagga Wagga 2007-2012 Draft e-Business Strategy 6.2 Three Year Action Plan Successful implementation of this strategy will require an ongoing focus on seven streams of activity: 1) Risk Management, 2) Communication and commitment building, 3) Quick wins, 4) Process reviews, 5) Integration of existing systems, 6) Major initiatives, 7) Monitoring and environmental scanning. For each year and stream key deliverables have been identified. Yr 1. Risk Management 2. Communication 3. Quick wins 4. Process reviews 5. Integration of 6. Major initiatives 7. Monitoring and and commitment existing systems environmental building scanning 1 • Analyse risk and • Communication of • Feasibility analysis of • Research on process • Audit of Data bases • Complete RRIF • Monitoring of review lessons from the strategy potential wins review methodology • Prepare integration projects external environment implementation of • Publicity of early • Planning for and adoption and plan • Training in Business for new technology the RRIF quick wins implementation of promotion of a Case preparation to developments and • Rolling • Establishment of three top options standard approach to at least two effectiveness of implementation plan effective feedback • Implementation of at review of processes Directorates prospective loops least two applications • Adequate training • Monitoring of effectiveness of initiatives 2007-2012 Draft e-Business Strategy – Page 23
  26. City of Wagga Wagga 2007-2012 Draft e-Business Strategy Yr 1. Risk Management 2. Communication 3. Quick wins 4. Process reviews 5. Integration of 6. Major initiatives 7. Monitoring and and commitment existing systems environmental building scanning 2 • Identification of • Review of feedback • Review of • At least two major • Integration • At least one Major • First review report emerging risk , and training to-date effectiveness of process reviews proceeding Initiative commenced presented to Manex review of • Update of “Quick Win” process conducted • Ongoing monitoring effectiveness of risk communication and and update to ensure of external management and training strategy continued success environment for new update of plan technology developments and effectiveness of prospective applications • Monitoring of effectiveness of initiatives 3 • Identification of • Review of feedback • Review of • Review of process • Significant • At least one further • Second review report emerging risk , and training to-date effectiveness of review methodology improvement in major initiative presented to Manex review of • Update of “Quick Win” process to ensure continued integration commenced • Ongoing monitoring effectiveness of risk communication and and update to ensure relevance of external management and training strategy continued success • At least two further environment for new update of plan major process technology reviews completed developments and effectiveness of prospective applications • Monitoring of effectiveness of initiatives 2007-2012 Draft e-Business Strategy – Page 24
  27. City of Wagga Wagga 2007-2012 Draft e-Business Strategy 6.3 Monitoring and Review This is a rolling strategy that must be reviewed annually and such reviews should take into account changes in the customer profile, business and technological environments, and changes in the strategic and management plans of Council. Reviews of the effectiveness of this strategy must be undertaken within the framework of the Corporate Annual ABEF Review, specifically addressing the degree to which Council’s systems and operations align with ABEF. Therefore the Steering Committee will conduct quarterly reviews of the strategy, assessing its delivery of best value to the organisation and the community. The indicators and measures to be used are: Indicator Measure Monitoring Frequency Implementation Progress Degree of implementation plan achieved Quarterly Uptake by the community % of Community using electronic technology to do business with Council Annually Level of integration % reduction in data duplication Annually % increase in automatic interfaces Satisfaction Community Survey Bi-annually Staff Survey 2007-2012 Draft e-Business Strategy – Page 25
  28. City of Wagga Wagga 2007-2012 Draft e-Business Strategy 7. Conclusion and Next Steps The strategy has identified the following stages of electronic service provision: • Informational, • Transactional, • Transformational. Goals have been established to move Council through the stages of electronic maturity, these are: • Goal 1: Complete the RRIF goals by 31st March 2007, • Goal 2: Become fully “Informational” by 31st December 2008, • Goal 3: Targeted services are transactional by 31st December 2009, • Goal 4: Deliver citizen centric services by 31st December 2012. The next steps for this e-Business strategy are: • Endorsement of strategy by MANEX, • Implement the immediate term action plan. 2007-2012 Draft e-Business Strategy – Page 26
  29. City of Wagga Wagga 2007-2012 Draft e-Business Strategy Appendices 1. Assessment of Current Situation and List/Map of current systems and data bases 2. Consultation Results Summary 3. Australian Business Excellence Principles 4. References 5. Membership of e-Business Steering Committee and Project Brief 6. Glossary 2007-2012 Draft e-Business Strategy – Page 27
  30. City of Wagga Wagga 2007-2012 Draft e-Business Strategy Appendix 1 Assessment of current situation and List / Map of current systems and Databases 2007-2012 Draft e-Business Strategy – Page 28
  31. City of Wagga Wagga 2007-2012 Draft e-Business Strategy Im p le m e n ta tio Im p le m e n ta tio S tr a te g ic P la n P r e r e q u is ite s M anagem ent S ta ff S k ills E s tim a te d C u s to m e r In itia tiv e s B e n e fit to B e n e fit to L in k w ith L in k w ith P o litic a l C o u n c il C u rre n t Ease of Cost of F it w ith Im p a c t Number of P la n G ap Category Functions n n Applications / Recruitment 1 3 5 4 3 3 1 2 2 2 Bookings 29 5 5 1 1 1 2 2 2 2 Contract Admin 8 5 5 1 1 1 2 2 2 2 Customer enquiries 5 5 5 2 2 2 2 2 2 2 DA Process 20 5 5 1 1 1 2 2 2 2 Information 92 5 5 4 3 2 2 2 2 2 Inspection - Compliance 5 4 2 2 1 2 2 2 2 Inspection - Assets 3 5 1 1 1 2 2 2 2 Invitations 2 2 1 5 3 3 1 2 2 2 Leasing 12 4 3 1 1 1 1 2 2 2 Licencing / Permits 14 5 5 3 2 1 2 2 2 2 Mapping 24 5 5 4 2 1 2 2 2 2 Registrations 1 1 2 3 2 3 1 2 2 2 Reporting 27 5 4 4 2 1 2 2 2 2 Sales 4 1 1 1 1 1 1 1 2 2 Tendering 1 5 5 4 2 2 2 2 2 2 Training 6 2 5 1 1 1 2 2 2 2 Transactions 34 5 5 3 2 2 2 2 2 2 Not determined 22 2 2 2 Total 302 2007-2012 Draft e-Business Strategy – Page 29
  32. City of Wagga Wagga 2007-2012 Draft e-Business Strategy Criteria Rating Rating Description 5 = Very High benefit, time saving, reduces cost, reduces compliance requirements, removes requirement for face to face and/or telephone contact. Online self service provision 4 = High benefit, time saving, reduces cost, removes requirement for face to face and/or telephone contact. 3 = Medium benefit, minimises face to face contact and telephone contact, savings in either time Benefit to Customer 5 to 1 or cost 2 = Medium Low benefit, assists telephone and face to face contact 1= Low benefit, provides information to the client 5 = Very High benefit, reduces face to face and telephone enquiries, provides self service option, reduces cash handling, and assists compliance 4 = High benefit, reduces face to face and telephone enquiries, provides self service option and reduces cash handling 3 = Medium benefit, reduces face to face and telephone enquiries, time saving, improved Benefit to Council 5 to 1 processing times 2 = Medium Low benefit, reduces face to face and telephone enquiries, improved processing times 1 = Low benefit, reduces face to face and telephone enquiries 5 = Very Easy, Existing software and hardware capabilities, information currently available in correct formats, no security issues, can be established utilising existing staff capabilities. 4 = Easy, Existing software and hardware capabilities, information currently available in correct formats Ease of 3 = Moderate, Existing software and hardware capabilities, information requires minor 5 to 1 modification Implementation 2 =Hard, Exisisting software and hardware require upgrade / modification, information requires moderate modification and validation 1 = Very Hard, Requires software and hardware upgrade / purchase, information requires extensive modification and validation 2007-2012 Draft e-Business Strategy – Page 30
  33. City of Wagga Wagga 2007-2012 Draft e-Business Strategy Criteria Rating Rating Description 5 = $0 - $5,000 4 = $5,001 - $10,000 Estimated Cost of 5 to 1 3 = $10,001 - $15,000 Implementation 2 = $15,001 - $25,000 1 = >$25,001 3 = No Prerequisites Prerequisites 3 to 1 2 = 0 - 5 Prerequisites 1 = > 5 Prerequisites 3 = No skills gap Staff Skills Gap 3 to 1 2 = Internal training will address skills gap 1 = Skills gap requires external training providers 2 = Yes Political Impact 2 / 1, Yes / No 1 = No 2 = Yes Fit with Current Initiatives 2 / 1, Yes / No 1 = No 2 = Yes Link with Strategic Plan 2 / 1, Yes / No 1 = No 2 = Yes Link with Management Plan 2 / 1, Yes / No 1 = No 2 = Yes Link with Business Plan 2 / 1, Yes / No 1 = No 2007-2012 Draft e-Business Strategy – Page 31
  34. City of Wagga Wagga 2007-2012 Draft e-Business Strategy Appendix 2 Consultation Results Summary 2007-2012 Draft e-Business Strategy – Page 32
  35. City of Wagga Wagga 2007-2012 Draft e-Business Strategy In 2004 Wagga Wagga City Council adopted a Strategic Plan ‘Toward 2010’ which defined as a Business & Financial goal as ‘A financially secure and sustainable organisation that delivers best value services and programs’. As part of this goal Council set an outcome for the community to have ‘50% of business on-line by 2010’. To deliver this goal the e-Business Steering Committee was established in March 2006 with the project brief to establish an e-Business Strategy which will guide and inform Wagga Wagga City Council’s adoption of e-business into the future in a sustainable manner. To inform this Strategy a consultation project brief was established and the ensuring consultation findings are analysed in this report. The following is an extract of the Brief – Wagga Wagga City Council e-Business Steering Consultation. Project Title Wagga Wagga City Council e-Business Stakeholder Consultation. Overall Goal To consult with Key Stakeholders to enable us to create an informed e-Business Strategy. Measures of The consultation process will be successful if : Success 1. We receive appropriate feedback from a wide variety of stakeholders, 2. The feedback is utilised to create an informed and “effective” strategy, 3. We meet consultation process project milestones. Outputs An informed consultation report that provides useful & accurate data for the development of the e-Business Strategy. The Scope The scope of the Project includes: WHO, WHAT, WHY, HOW, WHEN? • External Staff Voluntary Survey Paper/ Intranet • Internal staff Voluntary Survey Intranet • Managers Compulsory Survey Intranet • Manex Compulsory Survey Intranet • Community at large ABS and CRU surveys, internal data, existing survey data The scope does not include: • Consulting separately with ratepayers, • Seeking specific solutions to existing issues, • Compulsory responses from non-managerial staff. 2007-2012 Draft e-Business Strategy – Page 33
  36. City of Wagga Wagga 2007-2012 Draft e-Business Strategy Process of Consultation The Consultation Plan identified a number of stakeholders who could contribute to defining Council’s future strategic directions by: 1. Identifying future e-Business opportunities, and 2. Assessing the current state of play in terms of: • Understanding of e-Business, • e-Ability, ie the physical capability of Council and the Community, • Willingness, • Confidence in the e-Security, • Importance to stakeholders, • Future benefits, • Constraints. Purpose of Consultation: • To determine the potential uptake of, resistance to, or acceptance of Council’s implementation of e-Business solutions, • To facilitate increased understanding of e-Business and the opportunities it provides, • Identify operational opportunities, • Initiate conversations around e-Business as engagement in the change management strategy, • Improve understanding, acceptance and e-ability. 2007-2012 Draft e-Business Strategy – Page 34
  37. City of Wagga Wagga 2007-2012 Draft e-Business Strategy The Consultation stakeholders include: • Community at large, • Managers, • Internal Staff, • Outdoor Staff, • Manex, • Targeted Operations of Council. The Consultation process included direct survey, review of existing data, and research. Consultation Results Internal Stakeholders Internal consultation was based on an e-Business Survey. The Survey was anonymous and was made available online and in hard copy for outdoor staff, with a number of key-stakeholders directly targeted. 2007-2012 Draft e-Business Strategy – Page 35
  38. City of Wagga Wagga 2007-2012 Draft e-Business Strategy GM Strategic 1% 15% External 40% Support 22% Asset 22% 85 Survey Respondents Comments: Overall sample size 19.8% of total population is a statistically valid sample. Note the level of respondents by Directorate has been impacted by external factors, primarily the concurrent organisational restructure in Asset Management. This has resulted in only 19 Asset Management staff responding of which only four were from the outdoor staff. This has resulted in the consultation risk that the requirements/opportunities and issues do not fully reflect Asset Management’s operations. 2007-2012 Draft e-Business Strategy – Page 36
  39. City of Wagga Wagga 2007-2012 Draft e-Business Strategy Summary of the e-Business Consultation Statistical Analysis Report The survey was conducted both online and by distributing paper copies. We received 85 responses which equates to 19%. The feedback from the staff in the “Getting into e- Business Survey” was analysed by Kylie Thomas from Charles Sturt University. The results report she has provided to Wagga Wagga City Council is summarised below. e-business and Wagga Wagga City Council • The staff at Wagga Wagga City Council is confident that the Council is going to introduce significant systematic and strategic changes by the development of numerous e-business opportunities, • e-Business will reduce operating costs, improve customer service outcomes and improve workflows, • The staff is confident in their knowledge of Council’s current systems and the use of these systems to carry out their roles, • The staff is willing to change work practices to better utilise the existing systems within Wagga Wagga City Council, • The staff is of the opinion that e-Business is important to the organisation today and will be more important in the future, • As individuals the staff thinks that overall e-business is important to them in their current role and will become more important in the future. Issues that need to be overcome The survey has highlighted several major impediments to the successful implementation of an e-Business strategy: • The staff, in general, is not confident that the knowledge and skills required to successfully introduce e-business to the organisation are readily available in-house, • The staff has the belief that, as an organisation, we do not manage technology change well, • When changes are introduced there are not enough resources provided to fully utilise the new systems or technology, • The staff feels that there is unnecessary rework being done due to information being stored in more then one system within the organisation, • The staff is strongly of the opinion that regular training is needed for Information Systems and Technology. 2007-2012 Draft e-Business Strategy – Page 37
  40. City of Wagga Wagga 2007-2012 Draft e-Business Strategy Existing Systems and Information Management The five applications that are deemed most critical by the staff are: • Exchange/Outlook (email), • Microsoft Word, • Microsoft Excel, • DataWorks, • Internet. The six applications deemed most critical to Wagga Wagga City Council and our plans for e-Business are: • Exchange/Outlook (email) (2nd step of disaster recovery programme), • DataWorks, • Internet, • Intranet, • Geographic Information System, • E-View. What to do with this Information This survey is only one component of our consultation; we will combine this information with our other data and create a fully informed and implementable e-Business Strategy for Wagga Wagga City Council. 2007-2012 Draft e-Business Strategy – Page 38
  41. City of Wagga Wagga 2007-2012 Draft e-Business Strategy Organisational Reviews There have been 4 major reviews undertaken within the organisation during the last 12 months, the reviews being: • Asset Management Review, • Town Planning Review, • Overview of Wagga Wagga City Council’s Governance Structure, • Organisational Development Review. Key findings from these reviews are included below: Asset Management Review • A knowledge management strategy is essential to develop an implementation plan to build on current systems and processes that should be retained, whilst setting out a framework for integration of all asset related knowledge around a single corporate asset register. • A single asset register should be established as a matter of priority, linked to the GIS, including unique identifier links to the existing corporate asset knowledge systems (finance, property, records, service requests, and technical systems). • A knowledge management strategy is needed to guide the recording, storage and reporting of vital knowledge on asset costs and service delivery performance. • “It is imperative that local authorities have comprehensive information on their assets so that they are able to make reliable forecasts of the future investment needed to maintain the services that the community needs and wants. Asset management plans are a necessary underpinning for preparing long-term financial strategies” (Controller and Auditor General of New Zealand) (p26 Review Report) 2007-2012 Draft e-Business Strategy – Page 39
  42. City of Wagga Wagga 2007-2012 Draft e-Business Strategy Town Planning Review • Information and communication technology can now more readily facilitate the setting up of an accessible system of case examples (or knowledge base with key words, site constraints information, cases by property files and Development Application (DA) reports), through the use of Council’s improving Information Technology (IT) system, • Provision of tools to assist and promote quality DAs at the start including provision of “Conformance-Test Templates” where applicants may be able to complete a pro-forma document on a standard word processing file, • Prepare and/or consolidate documentation on DA and planning processes – both hard copy and online procedures manual – linked to Proclaim system – care to avoid “over-documentation” which does not add value, • Improved Customer Service through IT: o Placement of all policy documents on Council’s web page (DCPs, LEPs, other guidelines), o Hyperlinks to other policy and legal documents on Council’s web page, o Placement of promotional and procedural information on the Council web page, o Develop DA conformance templates as downloadable / uploadable word processing files for use by both applicants and Council officers, o Electronic DA tracking (to assist both outside customers on understanding status, and internal staff in giving phone advice). • Improved back-office arrangements through IT: o Develop linkage between programming of determination dates for planning DA categories and para-professionals use of Proclaim for advice on DA status to inquirers o Longer term consideration of document management systems to facilitate reliance on electronic files. Overview of Wagga Wagga City Council’s Governance Structure • A strong information management system enables the council to cover effectively a range of factors that are relevant to good governance. These include: • Meeting legislative and regulatory requirements • Protecting the interests of the agency and the rights of staff and members of the public • Supporting better performance of business and service activities by documenting organisational activities, developing achievements and facilitating consistency, continuity, and productivity in management and administration 2007-2012 Draft e-Business Strategy – Page 40
  43. City of Wagga Wagga 2007-2012 Draft e-Business Strategy • Providing protection and support in litigation • Providing a means for measuring outcomes in relation to strategy plans, management plans, business plans etc. • Providing a basis for assessing whether current paths for achieving policy goals are satisfactory and a platform for developing better paths where necessary. Integration with other electronic systems used by Council System Integration Microsoft Office Yes GIS Yes Proclaim Partly Aurion Partly Rendering (taking a variety of file Yes formats into a common format) Publishing No Reporting Yes Minuting Yes Customer contact / client server Partly Searching Yes Business Process Movement Yes (workflow) E-mail management No In the recommendations below it is suggested that the council should institute an information audit so that the problems can be properly identified and solutions developed. The fact is that WWCC has purchased and installed DataWorks, and the situation appears to be that problems with the system and discontent with its performance stem from factors within the council, rather than any fundamental weaknesses with the system itself. The clear course of action should be remedying the sources of the problems within the council. Despite all of these leaps in technology, the bulk of interactions between the council and members of the community take place through written correspondence, e-mails, telephone calls, and visits to the council. A major part of the record-keeping activities within WWCC relate to these means of customer-staff connections. 2007-2012 Draft e-Business Strategy – Page 41
  44. City of Wagga Wagga 2007-2012 Draft e-Business Strategy Recommendations Information Management • A strong and recognisable information management unit be established whose single task is to oversee council’s information processes, • Prior to the development of the plan an information audit should be undertaken, • The next task of the unit would be to create a plan designed to overcome the current weaknesses in information management, • The plan would focus on addressing any weaknesses in the information management system that might be revealed by the audit. To this point a lack of leadership by some senior managers, a “silo” mentality by some who place a greater importance on having their own systems ahead of emphasising the virtues of a centralised electronic system, poor training processes for staff, a lack of user manuals to assist staff, a relationship with Avand (the makers of the DataWorks system) that needs to become closer in terms of strengthening the support system, an attitudinal problem that breeds a negative response amongst some staff, and an improved indexing and search capacity appear to be some of the themes that need to be addressed by the plan, • Given the expenditure outlaid on DataWorks the recommendation is that the council focus on ensuring that the system works effectively rather than consider changing systems. As part of the information management there will be a need to consider the aspects of DataWorks3 that are not being utilised, and their potential value to strengthening the information structure and usage, • Attention should be paid in the information audit to how effective is the level of integration of DataWorks3 with other electronic information programs used by the council, • The focus of the Records unit appears to be primarily set on written material sent to the council. It is not clear how telephone communications feed into the information management system. There seems to be no standard process for enabling an integration of e-mail into the system. There does not appear to be a standard practice for connecting the Customer Service Centre to Records (in terms of building the information base of the council). Customer services sit in a separate Division (External Services) to Records. Attention should be given in the information management planning process to building processes that allow information that comes in different modes and through different parts of the organisation to be linked to the central means of capturing information, organising information, and making information accessible across the council, • The council should focus on building a recording system that captures all complaints received. 2007-2012 Draft e-Business Strategy – Page 42
  45. City of Wagga Wagga 2007-2012 Draft e-Business Strategy Appendix 3 Australian Business Excellence Principles 2007-2012 Draft e-Business Strategy – Page 43
  46. City of Wagga Wagga 2007-2012 Draft e-Business Strategy The 8 Principles of Business Excellence 1. Lead by example, provide clear direction, build organizational alignment and focus on sustainable achievement of goals. 2. Understand what markets and customers value, now and into the future, and use this to drive organizational design, strategy, products and services. 3. Continuously improve the system. 4. Develop and value people’s capability and release their skills, resourcefulness and creativity to change and improve the organization. 5. Develop agility, adaptability and responsiveness based on a culture of continual improvement, innovation and learning. 6. Improve performance through the use of data, information and knowledge to understand variability and to improve strategic and operational decision- making. 7. Behave in an ethically, socially and environmentally responsible manner. 8. Focus on sustainable results, value and outcomes. 2007-2012 Draft e-Business Strategy – Page 44
  47. City of Wagga Wagga 2007-2012 Draft e-Business Strategy Appendix 4 References 2007-2012 Draft e-Business Strategy – Page 45
  48. City of Wagga Wagga 2007-2012 Draft e-Business Strategy References Wagga Wagga City Council. (2005) Wagga Wagga Strategic Plan ‘Toward 2010’. Wagga Wagga Wagga Wagga City Council Website. Accessible at www.wagga.nsw.gov.au National Office for the Information Economy, 2002. Better Services, Better Government, The Federal Governments e-Government Strategy. Australian Government Information Management Office. (2005) Australian Technical Interoperability Framework Available at: http://www.agimo.gov.au/practice/mws/accessibility. Canberra Jeff Roorda & Associates, 2006. City of Wagga Wagga, Asset Service Review 2006. Unpublished material. P&A Walsh Consulting Pty Ltd, 2006. Wagga Wagga City Council, Review of Planning and Development Assessment Functions. Unpublished material. Daly Research Systems, 2006. Overview of Wagga Wagga City Council’s Governance Structures. Unpublished material. Warren Hart & Associates Pty Ltd, 2005. Review of the Organisation Development Division Wagga Wagga Council. Unpublished material. World Wide Web Consortium (W3C) Internet Standards. Accessible at http://www.w3.org/ 2007-2012 Draft e-Business Strategy – Page 46
  49. City of Wagga Wagga 2007-2012 Draft e-Business Strategy Appendix 5 Membership of e-Business Steering Committee and Project Brief 2007-2012 Draft e-Business Strategy – Page 47
  50. City of Wagga Wagga 2007-2012 Draft e-Business Strategy e-Business Strategy Project Brief 6th June 2006 Project Title Development of Wagga Wagga City Council e-Business Strategy Overall Goal To develop an e-business strategy for Wagga Wagga City Council. Measures of The project will be judged as successful when Manex endorses the draft strategy and: Success • All project milestones are delivered, • All key stakeholders provide positive feedback. Outputs Deliver a strategy endorsed by Manex and committed to by all key stakeholders. The Scope The project encompasses: • Establishing frameworks and principles for sound corporate decision making regarding e-business development, • Providing strong corporate direction for future investment in technology, • Advising on innovative service delivery strategies, • Ensuring organisational readiness for implementation and ultimate usage by staff and customers, • Providing management with a foundation for preparation of workable implementation plans. Deliverables include: • Summary report on consultation, • An interim report including options analysis and feasibility assessments, • Final report including prioritised recommendations. Depending upon the findings during the options analysis the above deliverables may include: • Business Cases, • Protocols, • Change management strategies and Communication plans. 2007-2012 Draft e-Business Strategy – Page 48
  51. City of Wagga Wagga 2007-2012 Draft e-Business Strategy The scope does not include: • Addressing Directorate specific problems, • Web look and feel, • Detailed Systems support, addressing of Directorate specific resourcing issues or recommendations on the purchase of specific software and hardware purchasing. Assumptions In preparing this project brief and the resulting strategy the following assumptions have been made: and • Council intends to move 50% of its business online by 2008, Constraints • Directives of the General Manager may impact on delivery of planned milestones, • Continuity of Council’s business is essential, • Preparation of the strategy and ultimate delivery of the strategy must be accomplished using existing experience, expertise and resources, in the main, • The focus must be on quality of outcomes as much as timely delivery, • Where feasible the strategy must maximise use of existing systems, eg: Information Management Systems (IMS), • The strategy must support the outcomes of concurrent reviews, eg Town Planning review and Cadastre upgrade. In preparing the strategy the following constraints have been recognised: • Level of investment, • Technological literacy and competency, • Previous practices and attitudes, • Existing workloads. Governance The e-Business Steering Committee is accountable directly to Manex for the actions and decisions taken during the and development and delivery of the strategy. Reporting The e-business Steering Committee will: Apply the 8 Principles of Business Excellence to its processes, Report monthly to Manex against the attached Milestone plan utilising a red, orange and green light system. Red being behind time and unlikely to be completed, orange being likely to be problematic, and green being on time and budget, Provide Manex with a fully researched rationale for all recommendations. All records kept by the committee will be stored in dataworks. 2007-2012 Draft e-Business Strategy – Page 49
  52. City of Wagga Wagga 2007-2012 Draft e-Business Strategy Stakeholder Key stakeholders for the project include: Management 1. Manex, 2. Council, 3. Staff, a. Line Managers b. Users / Internal Customers c. IT and GIS Staff All stakeholders will be advised of progress against the milestone plan on a regular basis as per the draft communication strategy. During development of options consultation will be conducted with representatives of customers as well as each of the staff stakeholder groups. Resourcing Project Sponsors Bronwyn Jones ( Director Strategic Development) Stephen Dunshea (Director Support Services) The e-business Steering Committee membership: Paul Amos Michael Schmid Mark Hewson Stephen Prowse Maurice Morgan Andrew Mason Anna Gabrielle Iain Harvey Cate Trivers Leanne Barclay Project team members will “on average” commit 0.2 FTE per week to the project and will receive administrative support through the Corporate Strategic Planning and Information / Administrative services divisions of on average 2.5 FTE per week. In addition the project will receive external facilitation from a contracted Project Management Consultant. 2007-2012 Draft e-Business Strategy – Page 50
  53. City of Wagga Wagga 2007-2012 Draft e-Business Strategy Milestones Key Milestones Approval of the Project Brief 6th June, 2006, Consultation Report presented 1st August, 2006, Feasibility Analysis endorsed 29th August, 2006, Draft Strategy endorsed 12th September, 2006. Risks Overall Risks: 1. Resourcing issues, 2. Changes to scope. Risk Management Strategy • Developing and agreeing to a project plan setting common goals through clear direction and our statement of commitment, • Identifying and communicating resource requirements, • Risks will be identified, assessed, mitigated and monitored in accordance with Council’s Risk Assessment matrix, • Risks likely to impact on the quality of the consultation phase will be identified and addressed by the communication strategy. Issues A running issues board and parking lot with fortnightly reviews of progress towards resolution have been implemented. Management Related The following Council projects are considered to have the potential to either impact on the outcomes and/success of the e- projects Business Strategy Project or to be impacted by the recommendations of this Project: Community Survey Intranet Development Web development Asset Management Review GRID Project Review of Town Planning Cadastre Up-grade Review of Governance RRIF Continuous improvement teams and individual projects 2007-2012 Draft e-Business Strategy – Page 51
  54. City of Wagga Wagga 2007-2012 Draft e-Business Strategy The Project Team requires access to information from these projects and other relevant projects as required. The team will establish communication with all the above projects and include updates on each project at its regular meetings. e-Business Steering Committee The members of the e-Business Steering Committee are listed below: 1. Paul Amos (Business Analyst): Project manager 2. Leanne Barclay (Support Services Coordinator) 3. Stephen Dunshea (Director Asset Services) 4. Anna Gabrielle (Cultural Officer) 5. Iain Harvey (Surveillance Officer) 6. Mark Hewson (Purchasing Officer) 7. Bronwyn Jones ( Director Strategic and Community Services) 8. Andrew Mason (Surveyor) 9. Maurice Morgan (Development Assessment Coordinator): 10. Stephen Prowse (Senior Management Accountant):): 11. Michael Schmid (Manager, Information Services) 12. Adele Chadwick (Manager Human Resource Strategy) 13. Nicola Gentle (Manager Support Services) 2007-2012 Draft e-Business Strategy – Page 52
  55. City of Wagga Wagga 2007-2012 Draft e-Business Strategy Appendix 6 Glossary 2007-2012 Draft e-Business Strategy – Page 53
  56. City of Wagga Wagga 2007-2012 Draft e-Business Strategy e-Business Strategy Glossary A Accessibility The use of hardware and software on websites to help people who are physically or visually impaired. Acrobat Reader Stand-alone program or Web browser plug-in from Adobe that lets you view a Portable Document Format (PDF) file in its original format and appearance. The Acrobat Reader is free and can be downloaded from Adobe.com. Assumptions Assumptions are factors that, for planning purposes, will be considered to be true, real or certain. Assumptions generally involve a degree of risk and also should be reflected in the Risk Management Plan. Aurion (or employee self service) An electronic application that allows staff to access and manage their own human resource and payroll data. Automatic Data Captaure (ADC) A collective term for a group of technologies used for managing information. These include barcoding, magnetic stripe, Radio Frequency (RF) Tagging and Data Communication, Optical and Magnetic Ink Character Recognition (OCR, MICR), smartcards, and vision and voice recognition systems. B B2B Business-to-business e-commerce. Websites designed for businesses to trade with each other over the internet. B2C Business-to-consumer e-commerce. Websites designed to allow consumers to buy goods and services over the internet. B2G Business-to-government e-commerce. Websites designed to allow for business to trade with government over the internet. Bandwidth The amount of 'stretch' in a network connection, ie its maximum carrying capacity for data traffic. Bookmark (or favourite) Most Web browsers give you an option of adding a URL to a 'HotList' or by marking it with a 'bookmark'. By doing this, you can store the linking information (the URL) to any Web pages you plan to revisit. 2007-2012 Draft e-Business Strategy – Page 54
  57. City of Wagga Wagga 2007-2012 Draft e-Business Strategy BPS (Bits Per Second) Refers to the speed at which a particular modem can transmit data. Broadband A high bandwidth network (carrying voice audio and data simultaneously) allowing for high-speed internet access. Browser Software that makes it possible for a networked computer to visit webpages - common browsers include Netscape Navigator, Safari and Internet Explorer. Business Case A one-off, start-up document used by corporate management to assess the justification of a proposed project, or to assess the development options for a project that has already received funding. If approved, it confirms corporate management support and/or funding for a recommended course of action. Business Plan A business plan is a summary of how a process owner, manager, or group intends to implement activities against budgets. Business Plans draw from the Management Plan, which draws from the Strategic Plan. C Cache A small, fast, temporary memory store for regularly accessed or recently used data. CIT Continuous Improvement Team. Citrix A secure remote access application allowing people to log into Council’s system and access email and other applications. Constraints Factors that will limit the project management team’s options. For example, a predefined budget, deadlines, technology choices, scope or legislative processes. Consultant An organisation or individual contracted to provide high-level specialist or professional advice to assist decision-making by Agency management. Contract An agreement for provision of goods and/or services, between two or more parties, intended to create a legal obligation between them and to be legally enforceable. Contractor An organisation or individual contracted to provide a specified service to an Agency. Convergence A trend where some technologies having distinct functionalities evolve to technologies that overlap, i.e. multiple products come together to form one product, with the advantages each initial component. 2007-2012 Draft e-Business Strategy – Page 55
  58. City of Wagga Wagga 2007-2012 Draft e-Business Strategy Cookie A coded file sent to a web server to record visits, used to identify users and customise information based on previous visits. Copyright Gives owners of original material certain exclusive rights relating to the reproduction, use and modification or adaption of their work. Cost Benefit Analysis The economic and social justification for a proposed project. Critical Path The chain of activities that link the start to the finish of the project, and for which any delay will cause the project to be delayed by the same amount of time. D DA Development Application. DataWorks An electronic records management application. Deliverable A tangible, verifiable work output, such as a Feasibility Study, a detailed design, a working prototype, any report, manual, specification, programming or other output, developed as part of a project. Digital signature An electronic signature used to authenticate the identity of the sender of a message or the signer of an electronic document. Digital Signature Certificate an electronic 'credit card' that establishes credentials when doing business or other transactions on the internet. Document Control All documents, whether electronic or hard copy, need to be uniquely identifiable. In most cases, it is also necessary to track the changes that occur to the document and record its distribution throughout the document’s development and subsequent revision(s). Document control includes: Domain name A name that identifies an organisation's address on the internet, either a website address (the domain name follows the 'www') or an email address (the domain name follows the '@' symbol in the email address). Download Transfer of data from a server to your computer's hard disk. • Maintaining a history of the development of versions (build status), • Maintaining a list of recipients for distributed copies (distribution list), • The use of numbered copies of documents (controlled documents), 2007-2012 Draft e-Business Strategy – Page 56
  59. City of Wagga Wagga 2007-2012 Draft e-Business Strategy • The use of version numbers on documents (version control). E E-Ability The capacity to develop understanding and skills in the use of electronic communications technologies. E-business Business conducted over the internet, not only buying and selling but also servicing customers and collaborating with business partners. E-commerce The buying and selling of goods and services on the internet. EDI (Electronic Data Interchange) Exchange between businesses of computer-readable data in a standard format. Encryption The coding or scrambling of information in a file so that it can only be decoded and read by someone who has the correct decoding key. E-procurement The business-to-business purchase and sale of supplies and services over the internet. E-view An intranet mapping and asset search application. F Feasibility Report A report that is developed as a result of a Feasibility Study, and is presented to senior management to determine whether a project has sufficient merit to continue into more detailed phases. Feasibility Study A study to assess the viability of a potential project. It includes a cost/benefit analysis and results in the development of a Feasibility Report. Finance One An electronic finance management application. Firewall Internet security to protect a LAN (Local Area Network) against hackers. FTP (File Transfer Protocol) A method for transferring files over the internet. 2007-2012 Draft e-Business Strategy – Page 57
  60. City of Wagga Wagga 2007-2012 Draft e-Business Strategy G Gantt Chart Horizontal bar charts that can graphically depict the time relationship of tasks, activities and resources in a project. Named after Henry Gantt, an industrial engineer who introduced them in the early 1900’s. Gap Analysis A methodical investigation throughout the whole area of a given process for ‘gaps’, highlighting inadequate areas in the existing process that are open to speculation with a view improvement. Gateway Either hardware or software that acts as a bridge between two applications or networks so that data can be transferred between a number of computers. GIS A Geographic Information System is a computer system capable of integrating, storing, editing, analyzing, sharing, and displaying geographically- referenced information, used for asset and environmental management. It is also linked to Proclaim and deals with any onformation related to the physical environment. GIS information can be vewed in E-view. Governance The management structure created for the life of a project. GPS A Global Positioning System is a satellite navigation system, used for navigation on land, sea, and air around the world, as well as an important tool for map-making and land surveying. H Homepage The opening page or entry page of a website. HTML (Hypertext Markup Language) The language used to create and define a web page, or the code behind the interface. HTTP (HyperText Transfer Protocol) A method of sending web pages over the internet. These letters often appear at the start of a website address, e.g. http://www.wagga.nsw.gov.au. Hyperlink A highlighted word (or graphic) within a hyper text document (Web page). When you click a hyperlink, it will take you to another place within the same page, or to another page. 2007-2012 Draft e-Business Strategy – Page 58
  61. City of Wagga Wagga 2007-2012 Draft e-Business Strategy I ICT information and communications technology. Implementation Plan Describes how the outputs will be delivered to the Process Owner(s), including any special requirements such as stage implementation or ‘roll out’, training and delivery requirements. Input(s) There are two types of inputs: • Information - which is not used up through use, • Resources - which are used up, ie funds and labour. Integration Ensuring new technologies introduces are compatible with current applications and systems. Interoperability The ability to transfer and use information in a uniform and efficient manner across multiple organisations and information technology systems. It underpins the level of benefits accruing to enterprises, government and the wider community through e-commerce. IP address The unique numerical address assigned to every computer connected to the internet. ISDN (Integrated Services Digital Network) Digital telephone system that can provide high-speed (up to 128 Kbps) transmission of voice and data. ISP (Internet Service Provider) An organisation that allows users to dial into its computers to connect to the internet, for a fee. Issue A concern raised by any stakeholder that needs to be addressed, either immediately or during the project. As issues are reviewed during the project, they may become a threat to the project and a mitigation strategy prepared. They are usually documented in ‘Parking Lot’, a useful continuous improvement tool. IT Information technology. 2007-2012 Draft e-Business Strategy – Page 59
  62. City of Wagga Wagga 2007-2012 Draft e-Business Strategy J Javascript A set of programming commands created by Netscape for inclusion in web pages. K Key Elements These are essential aspects of managing projects that must be considered no matter what the project size or complexity. Key Stakeholder An individual or group whose interest in the project must be recognised if the project is to be successful. In particular, those who may be positively or negatively affected during the project or on successful completion the project. Knowledge management The collection, classification and dissemination of information about a company, its products, and its processes. L LAN (Local Area Network) a group of personal computers linked together in order to share programs and data. M Management Plan A high level Plan governing the activities of Council over a period of time. The Management Plan provides overriding direction and feeds into business plans. Manex The senior management decision-making group made up of Directorate Directors and the General Manager. META tag A special HTML tag that contains keywords that represent web page content. These are used by search engines to build indexes. 2007-2012 Draft e-Business Strategy – Page 60
  63. City of Wagga Wagga 2007-2012 Draft e-Business Strategy Milestone A significant scheduled event that acts as a progress marker in the life of a project. A milestone is either passed or it is not, the achievement or non- achievement of which is monitored and reported. Modem The hardware that connects a computer to an ISP through the telephone network. Multimedia Documents or platforms that combine different kinds of data such as plain text, video, graphics or audio. N Non-Key Stakeholder Stakeholders who do not need to be recognised in order for the project to be successful, but who will be identified as a result of the process of identifying all stakeholders. O Objectives The goals that define the strategic direction of an Agency/organisation, and are delivered through the work of projects. These objectives may be found in the Strategic Plan and Management Plan. Online Generally refers to communication via networks, email or the internet to and between a number of personal computers. Outcome(s) The benefits and other long-term changes that are sought from undertaking a project. Project outcomes are achieved from the utilisation of the outputs delivered by a project. Output(s) The services or products delivered to the Process Owner(s) by the project. P PDF (Portable Document Format) A file format for presenting documents containing any combination of text, graphics, and images, to be read by the Adobe Acrobat Reader. PDSA ‘Plan, Do, Study, Act’. A process of steps and tools used by Continuous Improvement Teams to identify causes of variation and poor performance and ascertain solutions. 2007-2012 Draft e-Business Strategy – Page 61
  64. City of Wagga Wagga 2007-2012 Draft e-Business Strategy Performance Measures Criteria for measuring a project’s success, whether the project is under control and the level of adherence to documented plans, methodologies and standards. Plan An operational level ‘road map’ or set of steps for achieving goals or outputs. Portal A gateway for internet users that offers a range of services such as news, search engines and links to other sites. Process Owner The Process Owner(s) is responsible for managing the project outputs for utilisation by the Project Customers. There may be one or more Process Owners, at a number of managerial levels, depending on the size of the project. Process Owner(s) must be identified for all projects, no matter what the size or complexity, even if they are the same entity as the Project Sponsor, or indeed the Project Manager. Proclaim A property and rates application that manages and tracks development applications via association. Program A group of related projects that are managed in a coordinated way, usually with an activity that is ongoing, and has an overall Program/Project Business Plan. Project Brief The Project Brief is a specific purpose document outlining what is to occur in the INITIATION Phase of a project. A Project Brief is particularly useful where an output, which will result in a decision to proceed or not with the proposed project, is to be delivered from this initial phase. Project Management Framework The formalised structure, processes and tools employed by an organisation or enterprise to the management of all projects. Project Management Methodology A pre-defined set of tasks that are designed to provide a guide or a checklist for developing and implementing projects. Project Management A formalised and structured method of managing change in a rigorous manner. It focuses on achieving specifically defined outputs that are to be achieved by a certain time, to a defined quality and with a given level of resources so that planned outcomes are achieved. Project Manager The Project Manager is contracted by the Steering Committee to deliver the defined project outputs. Project Proposal The initial document that converts an idea or policy into the details of a potential project, including the outcomes/benefits, outputs, major risks, costs, stakeholders and an estimate of the resourcing and time required. Project Schedule A detailed plan of major project phases, milestones, activities, tasks and the resources allocated to each task. The most common representation of the project schedule is in a Gantt Chart. Project Team The Project Team is led by the Project Manager working for the successful delivery of the project outputs. 2007-2012 Draft e-Business Strategy – Page 62
  65. City of Wagga Wagga 2007-2012 Draft e-Business Strategy Project A project brings about change and involves a group of inter-related activities that are planned and then executed in a certain sequence, to create a unique product or service (output) within a specific timeframe so that outcomes are achieved. Protocol An established method of exchanging data over the internet. Q Quality Assurance The application of planned, systematic activities, within a documented management framework, that provides confidence that the outputs from a process meet the Process Owner’s requirements. Quality Control The process of monitoring the adherence to documented quality assurance procedures. R RAM (Random Access Memory) The memory that can be used by applications to perform necessary tasks while the computer is on. Resources The people, finances, physical and information resources required to perform the project activities. Risk Management Describes the processes concerned with identifying, analysing and responding to project risk. It consists of risk identification, risk analysis, risk evaluation and risk treatment. The processes are iterative throughout the life of the project. RRIF Regulation Reduction Incentive Funs – a Federal Government initiative aimed at reducing the amount of red tape for small business. S Scope A clear statement of the areas of impact and boundaries of the project. The scope of a project includes the target outcomes, customers, outputs, work and resources (both financial and human). Search engine A computer software program which enables a user to find items on a database or the internet. 2007-2012 Draft e-Business Strategy – Page 63
  66. City of Wagga Wagga 2007-2012 Draft e-Business Strategy Session cookie A cookie that exists only until you shut down your browser. Smartcards Credit card-sized devices containing a computerchip, to be used for a variety of payment options - credit, debit and stored-value electronic cash - as well as storage of financial and personal information. Spam An electronic mail message that is transmitted to a large number of recipients who have not requested those messages. Spider An automated program which searches the internet. Stakeholder A person or organisation that has an interest in the project processes, outputs or outcomes. Steering Committee A project Steering Committee is the key body within the governance structure that is responsible for the business issues associated with the project, which are essential to ensuring the delivery of the project outputs and the attainment of project outcomes. Strategic Plan The highest level plan that provides long term broad direction for plans such as the Management Plan and Business Plans. Strategy A high level planning document that sets goals and gives direction over a set time frame. Streaming media A continuous broadcast of audio or video files over the internet made possible through the use of three software packages: the encoder, the server and the player. T U URL (Uniform Resource Locator) The global address of a document and other resource on the world wide web. 2007-2012 Draft e-Business Strategy – Page 64
  67. City of Wagga Wagga 2007-2012 Draft e-Business Strategy V Virus A malicious piece of computer code which make unauthorised changes to a computer, distributed via the internet or email. W W3C World Wide Web Consortium - http://www.W3.org/. An international consortium where Member organisations, a full-time staff, and the public work together to develop Web standards. Worm A virus that replicates itself on other computers. X XML (Extensible Markup Language) a flexible way to create common information formats and share both the format and the data on the internet. Y Z ZIP Software files compressed into ZIP format so they take up less space. 2007-2012 Draft e-Business Strategy – Page 65

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