1.
Partners in Technology Briefing
Department of State Development, Infrastructure and Planning
Department of Local Government, Community Recovery and Resilience
(DSDIP and DLGCRR)
Mark Cushing
A/Chief Information Officer
11 October, 2013

2.
DSDIP Organisational Profile
• Vision is to drive economic development in Queensland
• Deliver major projects and infrastructure, economic
development and planning services to communities
• Business functions:
– Coordinator-General
– Economic and regional development
– Major project delivery
– Government land management
– Infrastructure and planning

3.
DLGCRR Organisational Profile
• Vision is ‘Empowered councils with capacity to build resilient
local communities’
• Objectives:
– Councils have the authority and capacity to manage their
interests, to be financially sustainable and accountable
– Councils have access to high-quality capacity building
programs and resources
– Recovery projects are delivered and resilience activities
implemented to mitigate the effect of natural disaster
events
– The department is informed, efficient and effective

4.
DSDIP Strategic Directions
• Focus on efficiencies, reducing red and green tape for the
resources sector
• Stimulating and sustaining economic growth for Queensland
• Reforming the planning system
• Commonwealth Games village and infrastructure
• Addressing the crisis of the Bruce Highway
• Reform and Renewal

5.
DLGCRR Strategic Directions
• Local government de-amalgmation
• Identify simple, practical solutions to minimise the impact of
natural disasters and promote preparedness
• Targeted and high-quality capacity building resources and
training programs for councils (such as financial management
and governance practices)
• Implementing ongoing Council of Australian Government
(COAG) initiatives

6.
Strategic Business Challenges
• Balancing development and conservation issues
• Meeting key infrastructure and infrastructure planning needs
• Building resilience and certainty in the Queensland economy
• Empowering councils to maintain and improve front-line services
• Working with councils to realise the government’s objectives for the
community
• Identifying community infrastructure and resilience initiatives that will
make a real difference and minimise the impact of future disasters
• Preparing the departments for 1 William street
• Ensuring our service delivery models are efficient and effective

7.
How do the Departments operate
together?
• DSDIP provide corporate services (including ICT) to
DLGCRR and Gasfields commission
• DSDIP broker new ICT services and solutions on
behalf of DLGCRR
• DLGCRR utilise DSDIP ICT services, infrastructure
and resources
• Shared governance model

8.
Reform and Renewal

9.
ICT as-a-service workstream
Business case, options, strategy for service delivery model &
commodity ICT services
Government’s decisions on divestment of CITEC
‘Contestable’ ICT services

10.
Our ICT profile
• Approximately 1000 FTEs (DSDIP and DLGCRR)
• 4 CBD sites and 24 regional sites
• Departmental-owned networking infrastructure is CISCO
• LAN and WAN managed by CITEC
• Server environment almost completely virtualised at CITEC
• Application environment predominantly SharePoint and SQL
• Most apps hosted internal to government, but support model is outsourced
• Some applications now sourced ‘as-a-service’
• Desktop environment – Windows XP SP3, Lenovo and Dell (fleet turnover every 4 years)
• Outlook and Exchange 2003
• Mostly HP printers (managed service) and Fuji-Xerox, Ricoh, Konica MFDs
• Telecommunications – digital phones, transitioning to TIPT
• ICT Service desk function outsourced through existing CITEC contractual arrangement
• Most commodity ICT is purchased ‘as-a-service’ via CITEC
• HR and Finance solutions (Aurion, SAP) outsourced to QSS

11.
What do we own/manage and what
do we purchase?
Today
Own/Manage
Small portfolio of business-critical
applications
Desktops & SOE
Sharepoint admin
Some LAN mgt
Majority of print fleet
ICT Asset management
Software licensing
Spatial data & services
Purchase services
Network service
Storage service
Server provision
App environment services
Managed Desktop
Service Desk
Managed HP print service
Telecomms
WoG HR/Fin Solutions
i-device support service
Future
Own/Manage
Business solutions
Information Assets
Spatial data &
services
Purchase services
Network service
LAN & WAN mgt
Storage service
Server provision
Hosting service
App environment services
Email/collaboration
Productivity
Managed Desktop
Service Desk
Managed print (all devices)
Telecomms
WoG HR/Fin Solutions
ICT Asset management

12.
Rationalisation over time…
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Rep Services
Web /
Web /
Sharepoint
Services
Sharepoint
Services
SharePoint Web
GIS
Access Apps /
Access Apps /
2008 DB Server
.Net
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Apps / .Net
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Services
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13.
How do we govern and manage our
ICT investments?
• 2 tiers of steering committees
• ‘Fit for purpose’ governance determined by factors such as cost, risk, scale of
investment
• We use right-sized project and program controls (QG methodologies)
• All ICT procurement is brokered by ICT Branch
• Share before buy before build
• We operate within the WoG management framework for the ICT Strategy,
overseen by the DG Council for:
– Significant and at risk assets
– Major ICT projects and programs
• High value contracts, procurements and consultancies are typically signed off by
Chief Operating Officer or DG
• CIO has financial delegation and is responsible for ICT procurement for the
departments

14.
ICT governance framework

15.
Commenced ICT-enabled initiatives
Current portfolio
• Investigating CRM solutions
• Application rationalisation and cloud suitability
• ICT Services Catalogue and ICT Service Model review
• Windows 8 implementation planning and cloud email trial
• VoIP rollout
• Open data reform
• Tablet trial
• Decommissioning Blackberry devices
• Implementation of 2012 ICT Audit recommendations, COA and QG ICT action plan
• 1 William Street (1WS) preparations

16.
Future ICT-enabled initiatives
What’s on the horizon?
• CRM implementation
• SharePoint in the cloud
• Software virtualisation - MOE
• Windows 8 implementation
• Rationalisation of regional servers
• ICT Service Model transition
• planMAP replacement
• State Assessment and Referral Agency (SARA) stage 2
• Records management business process integration
• Smart eDA migration to SARA
• Responding to the Government’s decisions on CITEC divestment and ‘contestable’ ICT services
• Office Mobility strategy (WiFi trial)
• Tablet (Desktop/laptop) replacement - BYOD or CYOD
• One-Stop-Shop

17.
Our ICT challenges
• Managing our information assets
• Keep a track record of delivery for the business
• Continue our shift from owning and managing ICT assets to
brokering/sourcing solutions and services
• ICT contract management and vendor management capability
• Maturing our ICT service model
• 1WS readiness
• Working within the new paradigm of governing ICT investments, finding
the right balance of risk and innovation
• Enabling the reform the departments want to achieve

18.
How does industry do business with
our Departments?
• Currently GITC accreditation, future not yet clear
• QG Contracts Directory
• We leverage existing arrangements first
• Track record and references from other departments and
jurisdictions
• What do the research firms have to say?
• Early market engagement
• Make sure you are known to DSITIA ICT Strategic Sourcing

19.
What to take away from today…
• DSDIP and DLGCRR are in a process of reform and renewal, with focus on efficiencies and service delivery
models
• Our ICT service delivery model is changing in line with government directions on ‘as-a-service’
• Departments are further reducing ICT asset ownership, so how does industry position themselves to
maximise the commercial opportunities?
• We are going to test the market for commodity ICT services, success may open up other opportunities for
vendors
• We will carefully consider various sourcing options – ‘your competitor today could be your partner
tomorrow’
• If it makes good business sense, we are open to any new ideas and approaches
• Our default position is to leverage what already exists
• Alignment to our mindset
– we’re looking for solutions to business problems
– Queensland’s public service values, especially ‘Customers first’
• We are a portfolio of small and agile departments, we can usually move quicker than others and we want
to use that to our advantage

20.
Questions

21.
Contacts
ICT Branch
3404 8220
ICTbranch@dsdip.qld.gov.au
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Copyright © The State of Queensland (Department of Science, Information Technology, Innovation and the Arts) 2013
The presenter is the author and that the State of Queensland is copyright owner and/or has the right to licence the content.