DEPARTMENT OF COMMUNICATIONS (DOC)

Save this PDF as:
 WORD  PNG  TXT  JPG

Size: px
Start display at page:

Download "DEPARTMENT OF COMMUNICATIONS (DOC)"

Transcription

1 DEPARTMENT OF COMMUNICATIONS (DOC) 26 June 2014

2 Table of Contents Page 1 Executive Summary Overview Expenditure Summary of Observations Observations Background Department of Communications (DoC) Australian Communication and Media Authority (ACMA) Methodology Agency Financial comparison Service Tower Analysis Comparative Analysis Resourcing Service Tower Breakdown (Original and Revised) ICT Management Applications Midrange Storage WAN Gateway LAN and RAS End User Infrastructure Voice Services Help Desk Facilities Carriage Cost Element Services Outsourced to External Providers Others Shared Service Opportunities Attachments Attachment A. Consultations Attachment B. Departmental Systems Attachment C. Cross-Agency ICT Benchmarking Definitions i

3 1 Executive Summary 1.1 Overview Introduction In late May 2014, Galent Management Consultants (Galent) were commissioned to analyse the Information and Communication Technology (ICT) costs of the Department of Communications (DoC) and Australian Communication Media Authority (ACMA). It is understood that DoC and ACMA are considering the opportunity of implementing a shared services arrangement. Whilst the preliminary analysis undertaken by the two organisations of Cross-Agency ICT Benchmark returns indicated potential financial benefits, this preliminary analysis also indicated inconsistencies in the returns of both organisations. Decisions based on these apparent inconsistencies could potentially result in the financial benefits either being overstated or the incorrect decision being made. Considering the criticality of this, Galent approached both agencies for clarification on the results which are analysed throughout the report. The purpose of the review was to align the cost information to enable DoC and ACMA to make informed decisions on the relative financial benefits which may arise from shared services, whilst allowing identification of services that may be able to be shared more easily than other services. As appropriate, the analysis will also identify the drivers of cost for the respective elements of the ICT services to further inform the decision making of the respective organisations. During the course of the analysis, a number of observations were made for potential improvements which have been included in the report for the information and appropriate consideration of DoC and ACMA Executives. In undertaking this review, Galent interviewed a range of stakeholders comprising both DoC & ACMA CIO s, Deputy CIO s and ICT Directors. A full list of interviewees is listed in Attachment A. DoC runs a hybrid insourced/outsourced model with around 34% of ICT outsourced while ACMA outsources 9% of its ICT budget. With the exception of the Gershon review findings, technology offerings within each agency were not evaluated i.e. A desk phone was considered a phone whether this was a soft phone with inbuilt video conferencing or a conventional desk phone. The Gershon submissions provided to Galent were used to provide the size of agencies, ICT environment demands as well as high level costs for Operating and Capital. Both Gershon documents had discrepancies which required intensive investigation to ensure Galent was able to compare like with like. This review was based on one financial year only and some costs may be higher in one agency than another due to scheduling of capital purchases i.e. a mature asset management programme or a technology refresh. Page 1

4 1.2 Expenditure Whilst DoC and ACMA ICT environments have differing levels of complexity and they provide different services to end users/clients, the agencies expenditure on ICT ranged between 9-13% of their total agency expenditure. During the course of the review there were several areas that required adjustment of the submitted Cross-Agency ICT Benchmark reports. Details of the adjustments and the associated justification are detailed throughout Section 3. For the purpose of comparison and to facilitate the assessment of opportunities for shared ICT services which could offer overall benefits, adjusted expenditure under ICT Service Towers was analysed. The following table summarises the original and adjusted expenditure, including the details of the adjustment and cross references to the relevant sections of this report. Page 2

5 DoC ACMA DoC ACMA Adjustment Details Report Cross Reference Service Towers ICT Management Original Submission Original Submission Revised Submission Revised Submission Operating Capital Total Operating Capital Total Operating Capital Total Operating Capital Total $3,728,627 $44,354 $3,772,981 $790,179 $472,339 $1,262,518 $533,251 1 $44,354 $577,605 $790,179 $472,339 $1,262,518 Reviewing the Service Package with ASG, DoC s operating expenditure was amended to reflect the correct allocation of the service package. This was further confirmed via from DoC relating to the proportion breakdown of each package. The total revised expenditure for DoC, does not include any costs associated with the CIO or administrative support staff. Observations 1-2 Applications $6,058,397 $2,343,263 $8,401,660 $2,633,976 $11,311,405 $13,945,381 $6,058,397 $2,343,263 $8,401,660 $2,633,976 $2,996,405 2 $5,630,381 To achieve a standardised comparison, the costs associated with ACMA s capital initiatives were reviewed. A large portion of these were deemed to be similar to the NBN rollout undertaken by DoC and were therefore removed. Midrange $392,438 $1,193,359 $1,585,797 $185,813 $63,582 $249,395 $2,071,470 3 $1,193,359 $3,264,829 $185,813 $63,582 $249,395 Reviewing the Service Package with ASG, DoC s operating expenditure was amended to reflect the correct allocation of the service package. This was further confirmed via from DoC relating to the proportion breakdown of each package. Observations 3-4 Observations 5-6 Storage $57,331 $249,909 $307,240 $0 $0 $0 $57,331 $249,909 $307,240 $0 $0 $0 Not adjusted Observation 7 WAN $381,483 $0 $381,483 $493,780 $0 $493,780 $556,775 4 $0 $556,775 $493,780 $0 $493,780 Reviewing the Service Package with ASG, DoC s operating expenditure was amended to reflect the correct allocation of the service package. This was further confirmed via from DoC relating to the proportion breakdown of each package. Gateway $1,010,113 $301,278 $1,311,391 $248,708 $0 $248,708 $288,000 5 $301,278 $589,278 $248,708 $0 $248,708 Transition costs for DoC were removed as per CIO request. This equates to $728k for DoC. Observations 8-9 Observation 10 LAN and RAS $82,672 $336,348 $419,019 $0 $0 $0 $82,672 $336,348 $419,019 $0 $0 $0 Not adjusted Observation 11 End User Infrastructure $466,554 $50,191 $516,745 $2,865,016 $0 $2,865,016 $466,554 $50,191 $516,745 $2,865,016 $0 $2,865,016 Not adjusted Observation Voice Services $489,752 $389,209 $878,961 $162,938 $0 $162,938 $236,122 6 $389,209 $625,330 $162,938 $0 $162,938 Reviewing the Service Package with ASG, DoC s operating expenditure was amended to reflect the correct allocation of the service package. This was further confirmed via from DoC relating to the proportion breakdown of each package. Help Desk $124,215 $0 $124,215 $518,225 $0 $518,225 $1,718,898 7 $0 $1,718,898 $518,225 $0 $518,225 Reviewing the Service Package with ASG, DoC s operating expenditure was amended to reflect the correct allocation of the service package. This was further confirmed via from DoC relating to the proportion breakdown of each package. Observation 14 Observation Facilities $199,887 $0 $199,887 $0 $0 $0 $199,887 $0 $199,887 $0 $0 $0 Not adjusted Observation TOTALS $12,991,469 $4,907,910 $17,899,379 $7,898,635 $11,847,326 $19,745,961 $12,269,356 $4,907,910 $17,177,268 $7,898,635 $3,532,326 $11,430,961 1 The Operating Expenditure for DoC was altered to reflect the correct proportion of the outsourced Service Package allocation as per advice 2 The Capital Expenditure for ACMA was altered to allow a like-for-like comparison by removing the NPP and Government initiatives similar to NBN 3 The Operating Expenditure for DoC was altered to reflect the correct proportion of the outsourced Service Package allocation as per advice 4 The Operating Expenditure for DoC was altered to reflect the correct proportion of the outsourced Service Package allocation as per advice 5 Transition costs relating to gateway for DoC have been removed. There were no identifiable costs for ACMA for this activity as ACMA s change represented a change in contract only 6 The Operating Expenditure for DoC was altered to reflect the correct proportion of the outsourced Service Package allocation as per advice 7 The Operating Expenditure for DoC was altered to reflect the correct proportion of the outsourced Service Package allocation as per advice Page 3

6 1.3 Summary of Observations Whilst no customer satisfaction survey was undertaken as part of this review, the assumption was that both the outsource provider was meeting service levels and ACMA ICT met user expectations. Analysis determined that the operating costs for the DoC hybrid ICT model do appear to be a more expensive when compared to ACMA costings. Based on the analysis undertaken, there appears to be evidence that DoC and ACMA could achieve an overall reduction in the cost of ICT service delivery (with potentially improved service levels) through either a shared services or centres of excellence delivery model. It is also noted that whilst DoC and ACMA networks do have different security classifications, the enclave based security model already implemented within ACMA would support DoC to utilise the same network. The following observations provide an indication of the potential opportunities and cross reference to the respective service towers in Section Observations Observation 1 DoC CIO Cost Attribution Service desk costs for the large number of service desk calls within ACMA is relatively cost effective when compared with DoC. Whilst it appears that DoC are less expensive for the overall ICT Management, if the costs associated with the CIO and administrative staff were allocated to this service tower, the costs would be comparative to ACMA. The costs associated with the DoC CIO and administrative support staff has not been included in the revised table. The DoC Enterprise Agreement does not capture the salary range for SES Level staff and Galent were unable to obtain financial information about the actual costs of these staff to allow a revised ICT Management expenditure to be facilitated Observation 2- Expanded Responsibility If a shared service model was adopted, a review of the organisational structure including responsibilities is likely to enable the better allocation of resources to address key pressures within both organisations Observation 3 Ability to share Web based services Both organisations have a significant and modern web presence - there appears to be opportunities to realign the technical capability across both organisations including support personnel. DoC appears to offer significant capability within this area Observation 4- Financial & Human Resource Systems Both organisations utilise enterprise financial and Human Resource systems with specific licences and support personnel. The rationalisation of the systems could contribute to cost savings (noting the investment required for transition) Observation 5 Outsourcing Agreement In consideration of an alternative service delivery model, it would be timely to review the outsourcing agreement between DoC and ASG, taking into consideration both adjusted volumes and scope of service. It is noted that 45.84% of the outsourcing contract relates to Midrange operations, where the analysis indicates ACMA s cost of delivery is lower. (DoC expend $2.07m on Midrange services whilst ACMA expend $0.185m.) Page 4

7 Observation 6 Server utilisation Average monthly server utilisation across DoC servers was reported as 55% while ACMA server utilisation was 10% for the same period. There could be cost savings across both organisations if infrastructure was load balanced to increase the average server utilisation and bring down the number of physical servers required Observation 7 Shared Storage ACMA recently purchased large storage holdings including some designed to host transaction intensive systems. There would appear to be sufficient capacity to accommodate relevant DoC systems Observation 8 Shared support arrangement of WAN ACMA have an in-house capability of managing WAN services. Professional services costs associated with this capability could be reduced if a shared support arrangement with DoC was established Observation 9 Non-ICON Link oversubscription It may be possible to reduce costs of DoC s Non-ICON links given the WAN utilisation is significantly low Observations 10 Shared support arrangement for Gateway Services Comparing the operating financials submitted by both agencies indicates that DoC expends $0.288m whilst ACMA expend $0.248m. Noting the overall costs of gateway services are similar, in preparing the observation, only the annual maintenance costs of the gateways (DoC -$0.288m; ACMA -$0.063m) were used and indicate that there may be financial benefits in DoC leveraging ACMA s capability and capacity Observations 11 Shared LAN and RAS Infrastructure Through the implementation of a single pool of spares for LAN and RAS infrastructure, it is likely that some reduction in costs could be achieved Observations 12 Sharing End User Infrastructure Based on the submissions, it would appear that there are a significant amount of spare desktops and laptops within both agencies. Currently DoC have 735 desktops against a total agency FTE of 628 with ACMA reporting 675 desktops with an agency FTE of 540. If a shared arrangement was implemented, the requirement for a large surplus stock could be reduced. This is also likely to result in a reduction in software licences Observations 13 Shared Service Operation Staff A benefit to implementing a shared service model for the delivery of End User Infrastructure would be the reduction in risk to both agencies. The consolidation of service operation staff would facilitate the backing up of key personnel supporting a particular technology. Sharing a pool of resources across both agencies would also allow for better capacity management. Page 5

8 Observation 14 Difference in Voice Systems It was noted that each agency has different desk-based phone systems and different requirements for mobile devices (blackberry or satellite phones). Accordingly, it would appear that a shared service arrangement is unlikely to deliver reduced costs for voice services. The transition costs associated with converting to a similar environment and/or system may exceed the benefits that could be achieved through a shared arrangement Observation 15 Help desk and Switchboard efficiencies Both agencies performing similar activities within their ICT help desk and there may be cost efficiencies if a combined help desk was delivered by a single agency (as part of an overall integrated service ICT service delivery model). Similarly, switchboard operations across both agencies may also result in reduced costs from a combined switchboard function Observation 16 Help desk reporting tools DoC exhibited a capability to accurately report the details associated with the help desk calls. This tool has reached effective maturity and if a joint ICT Help Desk was established consideration should be given to utilising this tool as the support product Observation 17 Co-location of Primary Data Centre ACMA has purpose built facility, with ample capacity for addition servers and there would appear to be an opportunity for ACMA to host both agencies primary systems in Belconnen Observation 18 Co-location of Disaster Recovery Site If both agencies are paying commercial contracts for separate Disaster Recovery sites, there would appears to be benefit in consolidation of the capability. Alternatively, it may also be an option for the hosting of the Disaster Recovery site at DoC s office (with appropriate measures implemented). Page 6

9 2 Background 2.1 Department of Communications (DoC) As the portfolio lead agency the Department of Communication (DoC) reported a total agency FTE of 628 with 41.4 of these FTE allocated to the ICT. Department of Communication has been classified as a medium insource policy agency, who recovers minimal revenue. DoC have recently consolidated office locations within Canberra and now reside at 38 Sydney Avenue, Forrest. DoC have additional premises in New South Wales and Victoria. The primary data centre is also located at 38 Sydney Avenue. This data centre holds most, but not all primary systems. The Disaster Recovery (DR) site is located out of the Canberra CBD at leased facilities. It is noted that some primary systems are also located in the DR facility. Through its managed services to outsource provider ASG, the below service packages are provide to DoC and encompass the following services: 1: End User Support Services (28.69%) 2: Midrange (45.84%) 3: Voice (3.33%) 4: Network Services (4.33%) 5: Cross Platform Services (10.16%) 6: Switchboard Operations (6.97%) Page 7

10 The (%) allocated next to each Service Package is reflective of the proportion of total Outsourcing costs that have been attributed to the respective service towers and is based on advice from DoC. Reviewing the service package agreement, ASG indicate that SP5 (Cross Platform Services) is to be attributed across all other Service Packages. Attachment B provides a list of systems that DoC support. 2.2 Australian Communication and Media Authority (ACMA) As a portfolio partner in the Department of Communications portfolio, ACMA reported a total agency FTE of 540 with 57 of these FTE allocated to ICT. ACMA has office locations within Melbourne, Sydney, Parramatta, Brisbane, Hobart and Canberra and is considered as having enforcement activities across broadcasting, telecommunications and internet regulation which include the investigation of suspected breaches. ACMA is a licencing agency and as such collects a substantial amount of revenue annually. ACMA s office location in Canberra was a purpose built facility and has been designed to accommodate both high and low side ICT capabilities within their data centre. ACMA uses an Enclave based security model to manage appropriate controls around its information of different classification across its network. The ICT area does not provide Operating Level agreements for the services they offer to their clients, however some Guarantees of service exist for a number of internal business areas. Attachment B provides a list of systems that ACMA support. 2.3 Methodology The process used to assist in understanding the ICT costs and the viability of either a full or partial shared service approach was through the commissioning of an analysis of each agencies original Cross-Agency ICT Benchmarking report for the financial period. This analysis identified inconsistencies across each of the reports which required further clarification and/or backing documentation be supplied by each of the agencies. The erroneous data within both agencies submissions mostly related to interpretation of the questions although there were a few that have been described as typographic errors. Upon the discovery of the inconsistencies, Galent performed a deep-dive into the expenditure to not only better understand the items that each agency believed should be included in the overall submission but also the subsequent Service Towers and Cost Elements. This deep-dive allowed Galent to better understand the individual agencies, the general operations as well as the ICT environments and challenges that each ICT divisions is exposed to. To ensure a consistent methodology across all Service Towers, when this data was jointly mapped, any variances (+/- 30%) were investigated further and formed the detailed analysis under Section 3. The investigations consisted of personal interviews, questions to each agency and regular phone discussions. Documents including the ASG Statement of work (Department of Communications) and both Annual Reports were also reviewed to adopt a more holistic understanding of the departments. Page 17

11 Comparisons were made against the Department of Finance (AGIMO) Cross-Agency ICT Benchmarks : All FMA Act Agencies report. Follow up meetings with the Agency s CIO and their Deputies were conducted to seek clarification to support the analysis. 2.4 Agency Financial comparison Following the amendments to the Cross-Agency ICT Benchmarking submissions, the total ICT expenditure (Operating and Capital) against the overall Agency s expenditure was:- DoC ($17.1m, 12%); and ACMA allocating ($11.4m, 8.8%). Total Agency Expenditure (Opex & Capex) $17,177,266, 12% Total Agency Expenditure (Opex & Capex) $11,430,961, 8.8% Total ICT Expenditure (Opex & Capex) Total ICT Expenditure (Opex & Capex) $120,316,063, 88% $118,972,803, 91.2% Figure 1: DoC - Operating & Capital Expenditure Figure 2: ACMA - Operating & Capial Expenditure As part of the Cross-Agency ICT Benchmarking report, both agencies were categorised as Medium, Insourced / Policy (IP). On average, during the financial year medium insourced/policy agency s spent $20.6million. 2.5 Service Tower Analysis $16 Combined Operating & Capital by Service Towers $14 MILLIONS $12 $10 $8 $6 $4 $2 $- ICT Management Applications Midrange Storage WAN Gateway LAN and RAS End user Voice services infrastructure Helpdesk Facilities Non BAU-ICT ACMA $1,262,518 $5,630,381 $249,395 $- $493,780 $248,708 $- $2,865,016 $162,938 $518,225 $- $6,885,691 DoC $577,605 $8,401,660 $3,264,829 $307,240 $556,775 $589,278 $419,019 $516,745 $625,330 $1,718,898 $199,887 $5,220,252 The above graph illustrates the combined operating and capital expenditure across all service towers for both agencies. As represented, there are some key areas demonstrating significant variance which are outlined in Section 3. The analysis conducted in Section 3 will focus on the financial Page 18

12 comparison of service towers and identify the linkage to the corresponding cost elements. Page 19

13 3 Comparative Analysis To better understand the viability of implementing a shared service approach, either fully or partially, across DoC and ACMA, Galent analysed the full ICT expenditure at the Service Tower level and where appropriate reviewed and explored components of the cost elements. The information detailed below is the main Service Towers where there was a +/- 30% variant. It should not be viewed that this is the only factor when considering the benefits of a shared service facility. 3.1 Resourcing Whilst both agencies provided ICT support to its clients, the way in which this support is provided was quite different. DoC provided a predominantly outsourced model with an in-house management structure, while all ICT support staff within ACMA are in-house FTE. Both agencies have a Chief Information Officer (noting that DoC have reported this to be only a 0.75FTE) with subordinate EL2 s. It is understood that the additional.25 FTE is allocated to the management of facilities. Both agency have components of ICT outsourced to external providers that encompass both cloud and non-cloud services. These resources are not included in the following table: Agency APS3 APS4 APS5 APS6 EL1 EL2 SES1 Ext. TOTAL DoC ACMA TOTALS Variance Service Tower Breakdown (Original and Revised) To facilitate a like for like assessment of expenditure and to highlight possible areas that may benefit from a shared service concept, clarification was sought on discrepancies. Based on justification provided, service towers were adjusted accordingly as reflected in the above table. These adjustments related mainly to the distribution of the 6 Service Packages that are outsourced by DoC to ASG and removal of ACMA NPP initiatives. Detailed analysis of the service towers and key observations follow. 8 The above variance highlights the difference in resourcing levels between DoC and ACMA. This does not include the outsourced component. Page 20

14 3.2.1 ICT Management The disparity between both agencies relates mainly to the interpretation of the guidance documentation. Guidance documentation 9 indicates that this Service Tower should include the costs of 100% of the CIO even if the incumbent is only acting in that role or works across shared function e.g. Finance / HR and associated costs of any administrative staff that support the CIO e.g. EA s or PA s. Clarification from ACMA revealed that whilst they did attribute the costs of the CIO to this service tower, it would appear that there were no costs associated with any direct administration staff included in their submission. In contrast, DoC have attributed only 0.75 of the CIO under the FTE component but have not included any expenditure costs towards this service tower. It was further revealed that the original submission from DoC had attributed portions of the outsourcing to the ICT Management which to facilitate a comparison has been adjusted according to the proportion allocation previously mentioned. Observation 1- DoC CIO Cost Attribution Service desk costs for the large number of service desk calls within ACMA is relatively cost effective when compared with DoC. Whilst it appears that DoC are less expensive for the overall ICT Management, if the costs associated with the CIO and administrative staff were allocated to this service tower, the costs would be comparative to ACMA. The costs associated with the DoC CIO and administrative support staff has not been included in the revised table. The DoC Enterprise Agreement does not capture the salary range for SES Level staff and Galent were unable to obtain financial information about the actual costs of these staff to allow a revised ICT Management expenditure to be facilitated. Whilst it appears that DoC are less expensive for the overall ICT Management, if the costs associated with the CIO and administrative staff were allocated to this service tower, the costs would be comparative to ACMA. Observation 2- Expanded Responsibility If a shared service model was adopted, a review of the organisational structure including responsibilities is likely to enable the better allocation of resources to address key pressures within both organisations Applications Expenditure under Applications Service Towers should include programs and other software that perform user or business related processing functions. Software does not include the actual tools or utilities used to deliver the service. Software that relates to specific hardware such as Midrange servers should not be attributed to this Service Tower but should be included in the overall Midrange costs. Of the total 41.4 ICT BAU FTE, DoC have confirmed that 29.2 ICT BAU FTE are correctly attributed to this tower as DoC include Web Services, Information Management, Mapping and Systems Development and Procurement and Finance Systems in this category. 9 AGIMO Cross-Agency ICT Benchmarks Page 21

15 ACMA have 17 ICT BAU FTE (out of 57) allocated to the Applications service tower. ACMA initially had a significantly high capital expenditure ($11.3m) but upon further explanation approximately $8.3m of this related to government specific initiatives or NPP s which have been removed from the capital expenditure. These initiatives included: Australian Internet Security ($0.471m) Spam Intelligence Database ($0.277m) Cybersmart Website ($0.118m) New Licensing System (Project HELM) ($2.7m) New Industry Media Reporting Systems (Project MICE) ($1.08m) Case Management and Information System (DNCR/SPAM) ($1.4m) Online Content Investigation System (PACMAN) ($1.43m) Quarterly System Enhancements ($0.839m) Both DoC and ACMA have specific government initiatives and for the purpose of a comparison, these costs have been removed. Without obtaining an itemised expenditure reports the assumption has been made that the staffing and supplier costs have been correctly attributed. Observation 3 Ability to share Web based services Both organisations have a significant and modern web presence - there appears to be opportunities to realign the technical capability across both organisations including support personnel. DoC appears to offer significant capability within this area. Observation 4- Financial & Human Resource Systems Both organisations utilise enterprise financial and Human Resource systems with specific licences and support personnel. The rationalisation of the systems could contribute to cost savings (noting the investment required for transition) Midrange Midrange is considered to be the services, hardware, software, functions, personnel and activities involved in running server applications and capacity. The initial submission from DoC indicated that they attributed $0.392m to this service tower. Upon discussions with DoC and further analysis of the service packages it was uncovered that this figure was not correct as a portion of the service packages should have been attributed to Midrange. Galent reviewed the high level agreement with ASG and following advice from DoC relating to the portion to attributed, the operating component for DoC was amended to $2.07m accordingly. Midrange services are currently outsourced by DoC and advise is that approximately 46% of the total outsource expenditure relates to these services against only $0.185m for ACMA. During DoC expended $1.1m in Capital for Midrange which included Cloud Offering for Dev Test. As Capital is an ad hoc arrangement it has not been considered in the overall evaluation of this service tower. Page 22

16 Observation 5 Outsourcing Agreement In consideration of an alternative service delivery model, it would be timely to review the outsourcing agreement between DoC and ASG, taking into consideration both adjusted volumes and scope of service. It is noted that 45.84% of the outsourcing contract relates to Midrange operations, where the analysis indicates ACMA s cost of delivery is lower. (DoC expend $2.07m on Midrange services whilst ACMA expend $0.185m.) Observation 6 Server utilisation Average monthly server utilisation across DoC servers was reported as 55% while ACMA server utilisation was 10% for the same period. There could be cost savings across both organisations if infrastructure was load balanced to increase the average server utilisation and bring down the number of physical servers required Storage ACMA have confirmed that they did not incur any costs associated with Storage during the FY. ACMA have further indicated that they have available storage and would be willing to allow DoC access to this. Observation 7 Shared Storage ACMA have recently purchased large storage holdings including some designed to host transaction intensive systems. There would appear to be sufficient capacity to accommodate relevant DoC systems WAN Based on the breakdown provided by DoC, this tower was adjusted to cover the proportion of the Service Package that is outsourced. Along with the operating finances being adjusted, DoC further revised their Total WAN Capacity from 440 Mbps to 49,672Mbps. This figures appears to be magnitudes larger than ACMA (3,282 Mbps) but the expenditure for both agencies is similar with only an 11% variance. ACMA have advised that due to the accounting convenience, they include all the LAN costs within this service tower. Despite this, they still appear to be able to provide both a WAN and LAN service for less costs then DoC have reported for WAN and LAN. Non-ICON Link average utilisation 1% compared to ACMA s 75%. An explanation of this low utilisation may relate to over capacity links. This would also increase the operating costs of such links. Observation 8 Shared support arrangement of WAN ACMA have an in-house capability of managing WAN services. Professional services costs associated with this capability could be reduced if a shared support arrangement with DoC was established. Observation 9 Non-ICON Link oversubscription It may be possible to reduce costs of DoC s Non-ICON links given the WAN utilisation is significantly low. Page 23

17 3.2.6 Gateway It is understood that DoC outsourced the consolidation of their gateways to Verizon as per the AGIMO panel through ASG during Advice received indicates that this costs was approximately $0.722m which has been removed for comparison purposes, as ACMA gateway transition costs were nil during the period being reviewed. ACMA have confirmed that the annual cost of their Gateway is $0.063m and that during the balance of their operating costs were to cover the Secure Gateway component. Observations 10 Shared support arrangement for Gateway Services Comparing the operating financials submitted by both agencies indicates that DoC expends $0.288m whilst ACMA expend $0.248m. Noting the overall costs of gateway services are similar, in preparing the observation, only the annual maintenance costs of the gateways (DoC -$0.288m; ACMA -$0.063m) were used and indicate that there may be financial benefits in DoC leveraging ACMA s capability and capacity LAN and RAS ACMA s submission indicated no costs were allocated to this service tower. Following discussions with ACMA it was confirmed that as the costs are minimal, they do not distinguish between LAN and WAN and therefore costs associated with LAN have been captured in the WAN service tower. Observations 11 Shared LAN and RAS Infrastructure Through the implementation of a single pool of spares for LAN and RAS infrastructure, it is likely that some reduction in costs could be achieved End User Infrastructure Given the environment that DoC operate in, the expenditure attributed to EUI appears significantly low. It is appreciated that the expenditure under this service tower can be dependent on many elements including whether the agency has completed a technology upgrade during the previous financial years. The review determined that both DoC and ACMA s expenditure are outside the average for medium agencies (13%). DoC currently spends 3% and ACMA 31% against this service tower. Advice from ACMA is that the expenditure during financial year was mainly associated with Peripherals and others ($1.05m), Handover and PIR ($0.5m), Desktops ($0.38m), Printers ($0.17m) and Analysis ($0.16m). Contributing to the significant variance, is 1 FTE for DoC compared to ACMA having 18 FTE (16 internal and 2 external) allocated. DoC have advised that most of their staff are attributed to Applications service tower which may explain some of the variance in this service tower. Observations 12 Sharing End User Infrastructure Based on the submissions, it would appear that there are a significant amount of spare desktops and laptops within both agencies. Currently DoC have 735 desktops against a total agency FTE of 628 with ACMA reporting 675 desktops with an agency FTE of 540. If a shared arrangement was implemented, the requirement for a large surplus stock could be reduced. This is also likely to result in a reduction in software licences. Page 24

18 Observations 13 Shared Service Operation Staff A benefit to implementing a shared service model for the delivery of End User Infrastructure would be the reduction in risk to both agencies. The consolidation of service operation staff would facilitate the backing up of key personnel supporting a particular technology. Sharing a pool of resources across both agencies would also allow for better capacity management Voice Services DoC outsource this component under Service Package 3. The proportion that is attributed to this tower was revised based on their advice. The Operating costs across both agencies are comparable but benefits may be forthcoming from sharing services and equipment. Both agencies have indicated that there are surplus desk phones and mobile devices which, depending on the specific requirements of each agency may be able to be shared as a pool. Whilst surplus mobile phones are identified, it is noted that both agencies appear to use different types for examples, DoC use Blackberries whilst ACMA utilise a majority of iphones with some Satellite phones for some field staff. Observation 14 Difference in Voice Systems It was noted that each agency has different desk-based phone systems and different requirements for mobile devices (blackberry or satellite phones). Accordingly, it would appear that a shared service arrangement is unlikely to deliver reduced costs for voice services. The transition costs associated with converting to a similar environment and/or system may exceed the benefits that could be achieved through a shared arrangement Help Desk Both DoC and ACMA do not appear to have the traditional ICT Helpdesk with both agencies utilising this capability as a first point of contact for enquiries. ACMA receive calls relating to field staff needing assistances (i.e. flat tyre) with DoC covering business aspects including calls relating to Facilities (i.e. toilet needs cleaning). ACMA operate a fully in-housed Help Desk whilst DoC operate a fully outsourced first point of contact although there appears to be management oversight of the contract. A review of an agency s Helpdesk calls often indicates the technical ICT health of the agency. DoC reportedly had 38 calls logged for every FTE (updated figures) while ACMA reported 25 support calls for each FTE. Interestingly, ACMA indicated that the high volume logged was due to the significant helpdesk scope that ACMA provides to its client base. i.e., some staff would log a service call through the helpdesk to purchase tyres for ACMA transit vans. Closer analysis of DoC helpdesk reveals a similar service delivered to clients but this is definitely a more thorough service as DoC s service provider also logs calls for Facility maintenance (i.e. toilet cleaning, blocked toilets, air conditioner issues). Given the out of the norm scope of both agencies helpdesk activities, it would appear viable for a single help desk to be formed with the primary triage undertaken by the level 1 and with the use of a matrix, calls would be forwarded to resolver groups for each agency. This would however require the use of one service desk tool across both agencies or configuration of a connector to allow support calls to traverse the separate systems. Page 25

19 On reviewing the breakdown of DoC support calls, it was noted that there was an inconsistent approach to the classification placed on calls. i.e. this has flow on effects when a major incident occurs or when problem management activities are being performed. It would appear that ACMA are able to operate a fully in-housed one-stop shop for approximately 30% of what it appears to cost DoC for the equivalent out-sourced concept. Observation 15 Help desk and Switchboard efficiencies Both agencies performing similar activities within their ICT help desk and there may be cost efficiencies if a combined help desk was delivered by a single agency (as part of an overall integrated service ICT service delivery model). Similarly, switchboard operations across both agencies may also result in reduced costs from a combined switchboard function. Observation 16 Help desk reporting tools DoC exhibited a capability to accurately report the details associated with the help desk calls. This tool has reached effective maturity and if a joint ICT Help Desk was established consideration should be given to utilising this tool as the support product Facilities It was reported that DoC operate a primary data centre from within its head office in Forrest. ACMA also run its primary data centre from its head office which is based in Belconnen. A personal visit to the site revealed a purpose built facility that holds systems of various classifications. There appeared to be ample capacity to host additional hardware within this secure environment. Both DoC and ACMA utilise separate commercial facilities to host their Disaster Recovery site. Observation 17 Co-location of Primary Data Centre ACMA has purpose built facility, with ample capacity for addition servers and there would appear to be an opportunity for ACMA to host both agencies primary systems in Belconnen. Observation 18 Co-location of Disaster Recovery Site If both agencies are paying commercial contracts for separate Disaster Recovery sites, there would appears to be benefit in consolidation of the capability. Alternatively, it may also be an option for the hosting of the Disaster Recovery site at DoC s office (with appropriate measures implemented) Carriage Cost Element AGIMO define carriage as a service for carrying communications by means of guided and/or unguided electromagnetic energy. Carriage services are attributed to two main Cost Elements being:- WAN costs relating to data services and volume; and Voice Services costs relating to voice, video services and volume. The information summarised in the below table highlights the difference between both agencies and has been based on the revised details provided by DoC. Page 26

20 Key points relating to the Carriage information are: Despite both agencies having costs attributed to the service tower and cost elements, neither agency indicated any dedicated FTE (either whole or in part) that is assigned to ensuring these functions are completed. In the case of DoC, Schedule 3 Statement of Work indicate that Voice, LAN and WAN costs are outsourced to ASG. Along with the costs indicated below, DoC also have reported Capital expenditure for Voice Services totalling $389,208 Service Towers DoC ACMA Total Costs $68,830 $895,288 WAN Voice Costs $381,483 $493,780 Capacity (Mbps) 49, ,282 Links Fixed Users Fixed Devices Mobile Users Mobile Devices 88 (Blackberry) 10 (Satellite Phones) SmartPhone Users SmartPhone Devices (iphones) Costs $489,752 $162, Services Outsourced to External Providers For the purpose of the ICT Benchmarking Comparisons, agencies are required to report on the Services Outsourced according to four categories:- Services Outsourced to external providers (cloud) Services Outsourced to external providers (non-cloud) Services Outsourced to FMA Act agencies (cloud) Services Outsourced to FMA Act agencies (non-cloud) Neither agency identified costs (either Operating or Capital) for Services Outsourced to FMA Act agencies (cloud) with ACMA only reporting Operating expenditure against Services outsourced to external provider (non-cloud) as identified in the table below. 10 Revised figure from DoC. Original figure was 440Mbps. 11 Revised figure from DoC. Original figure was 6 Links. 12 DoC report that some SmartPhone users have multiple devices but this appears to be a reporting discrepancy. Page 27

21 Cost Elements DoC ACMA Operating Capital Operating Capital Services outsourced to external provider (cloud) Services outsourced to external provider (non-cloud) Services outsourced to FMA Act Agencies (non-cloud) Total Outsourced $187,560 $0 $0 $0 $5,464,244 $90,000 $1,789,946 $0 $379,821 $0 $0 $0 $6,031,624 $90,000 $1,789,946 $ Others ACMA have reported $0.763m against this cost element which is significantly higher than DoC who only reported $0.004m. ACMA have confirmed that they included services relating to Postage, Recall & Document Storage, Stationary, Subscription Services (including VUM and Research), Ink, Couriers and Library within this expenditure. Some of these services relate more to Information Management and appear that they would be better placed against other specific elements. Further advice from ACMA is that they expend a large amount annually on postage. Whilst this is not identified by the Gershon review definitions as ICT, ACMA included this in its costs as Information Management is part of ICT in its agency. Page 28

22 4 Shared Service Opportunities Traditionally there are two arguments for sharing services across agencies being less of a common resource and efficiency through industrialization with most agency undertaking this as a less of a common resource perceptive which simply means that through amalgamation you will require less managers, less resources and thereby reduce costs. Service delivery to clients generally can be implemented easier as this usually involves Back-of-House services such as HR, finance, payroll and ICT. DoC and ACMA, while both operating in a complex environment and having vastly different responsibilities to the Australian Public and Australian Government, have some services and system where operating a joint shared service model may prove beneficial to all parties. Galent have reviewed all documentation provided by DoC and ACMA and based on the environmental awareness that has been able to be drawn from these have identified some areas where a shared arrangement may prove valuable to both parties. Both agencies utilise similar infrastructure to support their respective business domains. Whilst this isn t unusual in a Federal Government context, there are technology platforms that could be supported by one agency on behalf of the other, to reduce the overall cost of ownership to each agency. To deliver a shared services arrangement, a full costing model would need to be developed to ensure all parties are in agreement to the scope, costs, impacts, benefits, duration and service level obligations. A shared services arrangement should also be used to mature existing processes and reduce risk to agencies through greater ICT functional resilience. As indicated in the Summary of Observations, Galent has identified 18 key areas where either a fully or partially shared arrangement could prove beneficial to finding efficiencies, reducing risk and enhancing ICT functional capability. Page 29

23 Attachments Page 30

24 Attachment A. Consultations Department of Communications (DoC) Lee Di Berardino, CIO Tonina Staunton, ICT Manager, Web Services Russell Wentworth, Manager, Infrastructure & IT Security Henry Tabisz, Manager, Information Management Australian Communications and Media Authority (ACMA) Carsten Larsen, CIO Karl Maftoum, Deputy CIO Page 31

25 Attachment B. Departmental Systems DoC ACMA System Function System Function TM1 Finance Reporting tool that supports SAP Technology One Used Technology One mainly for Financial Reporting Promaster Financial management itm1 Budgeting and reporting application used in conjunction with Technology One finance system Corporate Directory Front end application that provides identity management to corporate systems Insync/SharePoint/Lync In house web application that acts as a corporate directory Entry/Exit system Manages onboarding and offboarding of staff and contractors Insync In house web application that includes staff onboarding movement and exit workflows MS FAST (Search) Enterprise search capability across multiple data stores, network drives, IMS, SharePoint, Intranet and TRIM SharePoint Enterprise 2013 Search The ACMA is currently trialling this platform Information Management System Electronic documents and records management system TRIM, SharePoint COTS Document / records management system Legal Point Management of legal matters and legal precedents RecordPoint Document Compliance solution for SharePoint 2010 add-on solution enabling Archives Actcompliant records management of documents and items stored in SharePoint MS FIM (Forefront Identity Manager) Workflow for Identity Management MS FIM (Forefront Identity Manager) The ACMA is developing its FIM environment and process, currently used for SSO for Aurion (ESS) Cab Tracker System to manage documents above PROTECTED classification erecruitment Hosted cloud base service from NGA. Users have single signon access to erecruitment ExecCorro Parliamentary liaison system Aurion HR system used to record personnel details for staff E-Recruit ArcGIS, Google Earth, Spectra, ChirPlus Graphical Information System (GIS) tools include ARCSDE Server and desktop client, and ARCGIS server Page 32

26 DoC ACMA System Function System Function Aurion HR system used to record personnel details for staff Microsoft System Centre Service Manager (SCSM), SharePoint & Intranet SCSM is used as knowledge management system for ICT related material. SharePoint and Intranet is used to host other knowledge related material. Mapping Enterprise mapping capability Aruba/Cisco/HP Wireless access to the Internet; Network connectivity back into ACMA from ACMA monitoring sites Known Information Management System (KIMS) Red Hat, Solaris Midrange mixture of Sun/Oracle and Intel hardware Exchange , Voice mail, U/C, Link, Outlook web access EMC/HTC/Synology/HP Tape Library EMC storage to be replaced/augmented by HTC hybrid storage solution starting next FY PACMAN (Protected ACMA network) Protected Network Internal: Transport of all data across enterprise, inter-floor, inter-site, Phones, Voice Ext: , data transfers, remote access, Communication between agencies through Secure Internet Gateway or Fedlink. Inbound access for the public to Department websites. Covers infrastructure at 2 data centres. Gateway services outsourced to VzB. (Verizon) FedLink used in the Finance area. Internal Network is not protected. HP hardware for LAN connectivity. Mixture of HP and Cisco hardware for WAN connectivity. DR data centre is a Layer 2 connected site so is treated as an extension of the primary data centre. ACMA operate a separate network for its Protected applications and data. UNCLASSIFIED Network Ext: wireless internet access for mobile devices. No Gateway or Fedlink access. Available across interstate sites. Commvault Provides a partial backup of corporate data. Private Cloud Development and Test environments with full automation and selfprovisioning AirWatch Enterprise-grade mobile device management, mobile application management and mobile content management Page 33

Australian Government ICT Trends Report 2013-14

Australian Government ICT Trends Report 2013-14 Australian Government ICT Trends Report 2013-14 VERSION 1.0 JUNE 2015 Australian Government ICT Trends Report 2013-14 VERSION 1.0 JUNE 2015 Contents Contents 2 1. Executive Summary 5 2. Notes 6 2.1 Agency

More information

ICT Benchmarking: Better Practice Roadmap Attachments

ICT Benchmarking: Better Practice Roadmap Attachments ICT Benchmarking: Better Practice Roadmap Attachments PART 2 VERSION 1.0 ICT Benchmarking: Roadmap for Improved Maturity 1 Licensing The Department of Finance and Deregulation is licensed to use, reproduce,

More information

5.2.3 The Service Provider will deliver Level 1 Support Services and Level 2 Support Services for ICT and voice users.

5.2.3 The Service Provider will deliver Level 1 Support Services and Level 2 Support Services for ICT and voice users. 1.1 Package 1: End User Support Services A Desktop Support Services 5.2.1 Desktop support services consist of all that is required to configure, install, operate, maintain and manage the Department s desktop

More information

ICT budget and staffing trends in the UK

ICT budget and staffing trends in the UK ICT budget and staffing trends in the UK Enterprise ICT investment plans to 2013 January 2013 TABLE OF CONTENTS 1 Trends in ICT budgets... 1 1.1 Introduction... 1 1.2 Survey demographics... 1 1.3 IT budget

More information

ICT budget and staffing trends in Healthcare

ICT budget and staffing trends in Healthcare ICT budget and staffing trends in Healthcare Enterprise ICT investment plans November 2013 ICT budget and staffing trends in Healthcare P a g e 1 www.kable.co.uk / The id Factor Ltd / + 44 (0) 207 936

More information

Information Services Strategy 2011-2013

Information Services Strategy 2011-2013 Information Services Strategy Issue 1 1 Introduction The States of Jersey public sector is facing significant pressure for efficiencies and savings. This has created the context to take a fresh look at

More information

UK Government ICT Storyboard July 2010

UK Government ICT Storyboard July 2010 UK Government ICT Storyboard July 2010 1 SOME BASICS: ICT across the Public Sector has key challenges that have arisen through the silo d and individual development of ICT Today s Challenge ICT costs and

More information

2012 Countywide IT Environment Questionnaire

2012 Countywide IT Environment Questionnaire 2012 Countywide IT Environment Questionnaire Unless otherwise specified, please answer questions with data as of January 23, 2012. Respondent Information Department Name: Name of the person completing

More information

Business Plan: Information Technology Services (ITS)

Business Plan: Information Technology Services (ITS) Business Plan: Information Technology Services (ITS) How does this service contribute to the results identified in the City of London Strategic Plan? A Sustainable Infrastructure A Caring Community Fundamental

More information

INFORMATION TECHNOLOGY

INFORMATION TECHNOLOGY MISSION STATEMENT The Information Technology department provides technology, telecommunications and information systems leadership and strategic planning while ensuring efficient, cost effective implementation

More information

ICT Strategic Plan 2008 2011 Executive Briefing

ICT Strategic Plan 2008 2011 Executive Briefing ICT Strategic Plan 2008 2011 Executive Briefing Prepared by SMS Management and Technology April 2008 Executive Briefing Introduction In November 2007 1, The Australian Fisheries Management Authority (AFMA)

More information

[Type text] SERVICE CATALOGUE

[Type text] SERVICE CATALOGUE [Type text] SERVICE CATALOGUE IT Services 1 IT Support and Management Services SERVICE AREA: SERVICE DESK Users can contact the Service Desk via the phone or an online web form for all their ICT service

More information

Aged Care ICT trends. Findings from a Logicalis survey of Australian Aged Care IT and business decision-makers

Aged Care ICT trends. Findings from a Logicalis survey of Australian Aged Care IT and business decision-makers Aged Care ICT trends Findings from a Logicalis survey of Australian Aged Care IT and business decision-makers Unlike the commercial business sector, the majority of Aged Care providers are in the late

More information

ICT Category Sub Category Description Architecture and Design

ICT Category Sub Category Description Architecture and Design A A01 Architecture and Design Architecture and Design Enterprise & Business Architecture A02 Architecture and Design Information Architecture A03 Architecture and Design Solution Architecture B Benchmarking

More information

Oxford City Council ICT Strategy 2015 2018

Oxford City Council ICT Strategy 2015 2018 Oxford City Council ICT Strategy 2015 2018 1 Contents 2 Overview... 2 3 OCC Business Drivers... 2 4 ICT Principles... 3 4.1 Business Requirements... 3 4.2 Information Management... 3 4.3 Applications...

More information

ICT Benchmarking: Better Practice Roadmap

ICT Benchmarking: Better Practice Roadmap ICT Benchmarking: Better Practice Roadmap PART 1 VERSION 1.0 ICT Benchmarking: Better Practice Roadmap 1 Licensing The Department of Finance and Deregulation is licensed to use, reproduce, adapt, modify,

More information

Specialist Cloud Services Lot 4 Cloud Printing and Imaging Consultancy Services

Specialist Cloud Services Lot 4 Cloud Printing and Imaging Consultancy Services Specialist Cloud Services Lot 4 Cloud Printing and Imaging Consultancy Services Page 1 1 Contents 1 Contents... 2 2 Transcend360 Introduction... 3 3 Service overview... 4 3.1 Service introduction... 4

More information

1 Executive Summary... 3. 2 Document Structure... 5. 3 Business Context... 6

1 Executive Summary... 3. 2 Document Structure... 5. 3 Business Context... 6 Contents 1 Executive Summary... 3 2 Document Structure... 5 3 Business Context... 6 4 Strategic Response... 8 4.1 Platform... 8 4.2 Network... 10 4.3 Unified Communications... 11 5 Implementation status...

More information

CenSus ICT Strategy (2012 2015)

CenSus ICT Strategy (2012 2015) CenSus ICT Strategy (2012 2015) Date: September 2012 Version: 5.0 Version Control Amendment History including Author: Version Date Author / Amendment History 1.0 Draft 30 th August 2012 Graham Crossingham

More information

ICT Indicators. The scope of the ICT function covers all aspects of infrastructure, systems, processes and disciplines required to support:

ICT Indicators. The scope of the ICT function covers all aspects of infrastructure, systems, processes and disciplines required to support: ICT Indicators ICT value for money indicators guidance 1) Introduction This document sets out the indicators for the ICT Function. The guidance below starts by defining the scope of the function and goes

More information

Reference: FoI 9 2014 15 FY. Issue date: 8 July 2014. Topic: ICT. Request: Could you please supply me with the following information?

Reference: FoI 9 2014 15 FY. Issue date: 8 July 2014. Topic: ICT. Request: Could you please supply me with the following information? Reference: FoI 9 2014 15 FY Issue date: 8 July 2014 Topic: ICT Request: Could you please supply me with the following information? Full details of your organisational structure for your ICT Department,

More information

s Software as a Service (SaaS) offering: T-Suite Making your hard costs soft

s Software as a Service (SaaS) offering: T-Suite Making your hard costs soft s Software as a Service (SaaS) offering: T-Suite Making your hard costs soft T-Suite and Telstra T-Suite means you can: Rapidly deploy business applications when and where you need them Reduce capital

More information

BRENT COUNCIL IT STRATEGY 2010-13

BRENT COUNCIL IT STRATEGY 2010-13 BRENT COUNCIL IT STRATEGY 2010-13 Contents 1 Introduction... 2 2 Empowering our customers... 3 2.1 Client Index... 3 2.2 Customer contact... 3 3 Tools for the Job... 4 3.1 Printing and scanning... 4 3.2

More information

The rise of the hybrid network model

The rise of the hybrid network model The rise of the hybrid network model Hybrid networks offer the promise of greater flexibility and capacity, improved application performance and cheaper price points than traditional Wide Area Networks

More information

Background. An Introduction to Cisco Unified Communications Manager

Background. An Introduction to Cisco Unified Communications Manager Upgrading Cisco Unified Communications Manager Background Cisco s Unified Communications Manager (UCM) has been available to the market since 2000. What started as an innovative niche product, promoting

More information

Information Technology Department Work Plan 2015-2016

Information Technology Department Work Plan 2015-2016 Council, 25 March 2015 Information Technology Department Work Plan 2015-2016 Executive summary and recommendations Introduction The Information Technology Department Work Plan for the period 1 April 2015

More information

JOB DESCRIPTION CONTRACTUAL POSITION

JOB DESCRIPTION CONTRACTUAL POSITION Ref #: IT/P /01 JOB DESCRIPTION CONTRACTUAL POSITION JOB TITLE: INFORMATION AND COMMUNICATIONS TECHNOLOGY (ICT) SECURITY SPECIALIST JOB SUMMARY: The incumbent is required to provide specialized technical

More information

Secondary School 1/04/2015. ICT Service Specification by: Andrea Warburton ONE IT SERVICES AND SOLUTIONS

Secondary School 1/04/2015. ICT Service Specification by: Andrea Warburton ONE IT SERVICES AND SOLUTIONS 1/04/2015 Secondary School ICT Service Specification by: 1 Andrea Warburton ONE IT SERVICES AND SOLUTIONS SERVICE SPECIFICATION One IT Services and Solutions offer a one stop shop ICT support service,

More information

IT Strategy 2013 2017

IT Strategy 2013 2017 IT Strategy 2013 2017 V3.2 August 2013 Contents Part I Context Drivers Workplace Strategy Benefits of the Strategy Contents Part II Business Strategy Strategic Themes: Strong Line of Business Applications

More information

Become more agile with Cloud services

Become more agile with Cloud services Become more agile with Cloud services and create cost-saving and security benefits for your busines Choose from a Private, Public, Hybrid or On-Premise Cloud service from NTT Communications ICT Solutions

More information

SafeMail April 2015. SafeMail Helping your business reach further with email hosted at UK based, ISO 27001, Tier 4 data centres.

SafeMail April 2015. SafeMail Helping your business reach further with email hosted at UK based, ISO 27001, Tier 4 data centres. SafeMail April 2015 Secure cloud solutions with guaranteed UK data sovereignty. SafeMail Helping your business reach further with email hosted at UK based, ISO 27001, Tier 4 data centres. Detailing the

More information

IT Service Desk Unit Opportunities for Improving Service and Cost-Effectiveness

IT Service Desk Unit Opportunities for Improving Service and Cost-Effectiveness AUDITOR GENERAL S REPORT ACTION REQUIRED IT Service Desk Unit Opportunities for Improving Service and Cost-Effectiveness Date: September 18, 2013 To: From: Wards: Audit Committee Auditor General All Reference

More information

POSITION DESCRIPTION

POSITION DESCRIPTION Organisation Division St. John s Regional College St. John s Regional College, established in 1958, is a catholic college providing secondary education to boys and girls in the parishes located in the

More information

Choosing the right solution for your Corporate Email

Choosing the right solution for your Corporate Email Choosing the right solution for your Corporate Email Corporate email Private Cloud Public Cloud Traditional Choosing the right solution for your Corporate Email One of the core IT applications for all

More information

TECHNOLOGY SERVICES. Mission The mission of the Technology Services (TS) Department is to make your day easier with technology.

TECHNOLOGY SERVICES. Mission The mission of the Technology Services (TS) Department is to make your day easier with technology. TECHNOLOGY SERVICES Mission The mission of the Technology Services (TS) Department is to make your day easier with technology. Description TS supports the County s business applications, imaging and records

More information

Cloud Computing and Records Management

Cloud Computing and Records Management GPO Box 2343 Adelaide SA 5001 Tel (+61 8) 8204 8773 Fax (+61 8) 8204 8777 DX:336 srsarecordsmanagement@sa.gov.au www.archives.sa.gov.au Cloud Computing and Records Management June 2015 Version 1 Version

More information

NSW Government. Wireless services (WiFi) Standard

NSW Government. Wireless services (WiFi) Standard NSW Government Wireless services (WiFi) Standard May 2014 CONTENTS 1. CONTEXT 2 1.1. Background 2 1.2. Purpose 2 1.3. Scope and application 2 2. STANDARDS GOVERNANCE 2 2.1. Standards to support the ICT

More information

Bringing the Cloud into Focus. A Whitepaper by CMIT Solutions and Cadence Management Advisors

Bringing the Cloud into Focus. A Whitepaper by CMIT Solutions and Cadence Management Advisors Bringing the Cloud into Focus A Whitepaper by CMIT Solutions and Cadence Management Advisors Table Of Contents Introduction: What is The Cloud?.............................. 1 The Cloud Benefits.......................................

More information

Technology Review Feedback Vale of Glamorgan Council

Technology Review Feedback Vale of Glamorgan Council Technology Review Feedback Vale of Glamorgan Council Audit year: Annual Improvement Assessment 2011 Issued: October 2011 Document reference: 538A2011 Status of report The person who delivered the work

More information

Determine dates with you telecom suppliers so that the new office is online before your move for both Phones and Data connections.

Determine dates with you telecom suppliers so that the new office is online before your move for both Phones and Data connections. IT Office Move - Tips and Check List: Office IT Move Plan Introduction: If you are moving to a New Office and/or Data Center (Cloud), or if this is also a Colocation exercise please note this is a basic

More information

State of Montana. Office Of Public Instruction IT Strategic Plan 2014. 1. Executive Summary

State of Montana. Office Of Public Instruction IT Strategic Plan 2014. 1. Executive Summary State of Montana Office Of Public Instruction IT Strategic Plan 2014 1. Executive Summary 1 The IT Division has experienced dramatic growth of its supported environment in the past three to four years.

More information

Systems Management Domain Roadmap

Systems Management Domain Roadmap Systems Management Domain Roadmap DOCUMENT CONTROL Document Details Document Owner Tony Bright Document Author Neil Battell, Mark Cooper, Nick Morgalla Current Version 1.1 Issue Date 23 rd April 2008 Programme

More information

Unified Communications and the Cloud

Unified Communications and the Cloud Unified Communications and the Cloud Abstract Much has been said of the term cloud computing and the role it will play in the communications ecosystem today. Undoubtedly it is one of the most overused

More information

Guardian365. Managed IT Support Services Suite

Guardian365. Managed IT Support Services Suite Guardian365 Managed IT Support Services Suite What will you get from us? Award Winning Team Deloitte Best Managed Company in 2015. Ranked in the Top 3 globally for Best Managed Service Desk by the Service

More information

The Total Cost of Ownership of. Hosted UC

The Total Cost of Ownership of. Hosted UC The Total Cost of Ownership of Hosted UC TCO in a Nutshell When you re shopping around for a new Unified Communications solution and the quotes are rolling in, it can be difficult to make a true apples-to-apples

More information

ICT Service Desk Team Leader. ICT Services Design Manager. Kings Way, South Melbourne. DATE: March 2015 ORGANISATIONAL ENVIRONMENT

ICT Service Desk Team Leader. ICT Services Design Manager. Kings Way, South Melbourne. DATE: March 2015 ORGANISATIONAL ENVIRONMENT POSITION: REPORTS TO: LOCATED: ICT Service Desk Team Leader ICT Services Design Manager Kings Way, South Melbourne DATE: March 2015 ORGANISATIONAL ENVIRONMENT Melbourne City Mission is a leader and innovator

More information

Choosing a global cloud infrastructure provider

Choosing a global cloud infrastructure provider IMAGE: ANIMIND/FOTOLIA.COM Choosing a global cloud infrastructure provider Top considerations for choosing a global cloud infrastructure provider A guide for enterprises considering IaaS services, by Lisa

More information

Senior Manager Information Technology (India) Duration of job

Senior Manager Information Technology (India) Duration of job Role Profile Job Title Senior Manager Information Technology (India) Directorate or Region South Asia Department/Country Business Support Services, India Location of post Gurgaon Pay Band 6 / Grade G Reports

More information

Service Schedule 2 MS Lync Terms & Conditions v1.0

Service Schedule 2 MS Lync Terms & Conditions v1.0 Service Schedule 2 MS Lync Terms & Conditions v1.0 Overriding provisions All quotations are made and all orders are accepted subject to these conditions ( these Schedule Terms ) and our Active Support

More information

Position Description For ICT Support Officer Information, Technology and Communication Department Hobart

Position Description For ICT Support Officer Information, Technology and Communication Department Hobart Position Description For ICT Support Officer Information, Technology and Communication Department Hobart Programme: ICT Services Location: Based in Hobart with travel within Tasmania Reports To: ICT Manager

More information

Debunking the Top 10 CloudHosted Virtual Desktop Myths

Debunking the Top 10 CloudHosted Virtual Desktop Myths Debunking the Top 10 CloudHosted Virtual Desktop Myths Page 1 Summary Desktops as a Service (DaaS) is the delivery of a virtual desktop offered as a hosted service offered by a service provider. DaaS has

More information

What are the benefits of Cloud Computing for Small Business?

What are the benefits of Cloud Computing for Small Business? Cloud Computing A Small Business Guide. Whilst more and more small businesses are adopting Cloud Computing services, it is fair to say that most small businesses are still unsure of what Cloud Computing

More information

Remote Infrastructure Management Emergence of the Cloud-based Helpdesk

Remote Infrastructure Management Emergence of the Cloud-based Helpdesk Remote Infrastructure Management Emergence of the Cloud-based Helpdesk A leadership perspectives white paper Recommended next steps for business and industry executives Issue 11 in a series Executive Summary

More information

ICT Strategy 2010-2013

ICT Strategy 2010-2013 ICT Strategy 2010-2013 If you would like to receive this publication in an alternative format (large print, tape format or other languages) please contact us on 01832 742000. East Northamptonshire Council

More information

Ubertas Cloud Services: Service Definition

Ubertas Cloud Services: Service Definition Ubertas Cloud Services: Service Definition February 2013 Innovation. Power. Trust. Contents 1. About Ubertas... 2 Our Company... 2 Our Approach to Service Delivery... 2 Our Partner Network & the UK Cloud

More information

GMS NETWORK ADVANCED WIRELESS SERVICE PRODUCT SPECIFICATION

GMS NETWORK ADVANCED WIRELESS SERVICE PRODUCT SPECIFICATION GMS NETWORK ADVANCED WIRELESS SERVICE PRODUCT SPECIFICATION 1. INTRODUCTION This document contains product information for the GMS Network Service. If you require more detailed technical information, please

More information

Hosted IP Telephony. An easy to understand guide. A white paper from Mason Infotech September 2013. Helping business communicate

Hosted IP Telephony. An easy to understand guide. A white paper from Mason Infotech September 2013. Helping business communicate Hosted IP Telephony An easy to understand guide A white paper from Mason Infotech September 2013 Contents Introduction What is hosted telephony? Who is hosted good for? Why consider hosted telephony? The

More information

Information Technology Department Annual Report

Information Technology Department Annual Report Information Technology Jeff Terry Beavercreek Township 12/31/ Department Overview Beavercreek Township s IT department is responsible for providing IT support as well as network Availability, Integrity,

More information

2007-2009 Business Plan June 2006

2007-2009 Business Plan June 2006 2007-2009 Business Plan June 2006 DIS Business Plan, 2007-09 Page 1 Table of Contents Business Mission and Description... 3 Operational Production Plan... 5 Outline of Daily Operations... 7 Customer Outreach

More information

Migrating to the Cloud. Developing the right Cloud strategy and minimising migration risk with Logicalis Cloud Services

Migrating to the Cloud. Developing the right Cloud strategy and minimising migration risk with Logicalis Cloud Services Migrating to the Cloud Developing the right Cloud strategy and minimising migration risk with Logicalis Cloud Services Organisations are looking for new ways to deliver IT services and demanding that ICT

More information

THE INFORMATION TECHNOLOGY (IT) UNIT OR DEPARTMENT IN THE MINISTRY OF EDUCATION. Issues of function, organization and staffing. By Alex Twinomugisha

THE INFORMATION TECHNOLOGY (IT) UNIT OR DEPARTMENT IN THE MINISTRY OF EDUCATION. Issues of function, organization and staffing. By Alex Twinomugisha THE INFORMATION TECHNOLOGY (IT) UNIT OR DEPARTMENT IN THE MINISTRY OF EDUCATION Issues of function, organization and staffing By Alex Twinomugisha Global E Schools and Communities Initiative (GeSCI) Copyright

More information

TEWKESBURY BOROUGH COUNCIL

TEWKESBURY BOROUGH COUNCIL TEWKESBURY BOROUGH COUNCIL Report to: Executive Committee Date of Meeting: 4 July 2012 Subject: Report of: Director: Lead Member: Number of Appendices: Replacement of the Council s Telephone System Tina

More information

Defining, Modeling & Costing IT Services Integrating Service Level, Configuration & Financial Management Processes

Defining, Modeling & Costing IT Services Integrating Service Level, Configuration & Financial Management Processes Defining, Modeling & Costing IT Services Integrating Service Level, Configuration & Financial Management Processes In our cost driven economy IT is facing increasing pressure to account for and reduce

More information

Quick Guide: Managing ICT Risk for Business

Quick Guide: Managing ICT Risk for Business Quick Guide: Managing ICT Risk for Business This Quick Guide is one of a series of information products aimed at helping small to medium sized enterprises identify and manage risks when assessing, buying

More information

Joint ICT Service ICT Strategy 2014-17

Joint ICT Service ICT Strategy 2014-17 Document History Document Location This document is only valid on the day it was printed. The source of the document will be found in (see footer) Revision History Date of this revision: 19 th May 2014

More information

Bedfordshire Fire and Rescue Authority Corporate Services Policy and Challenge Group 16 September 2015 Item No. 11

Bedfordshire Fire and Rescue Authority Corporate Services Policy and Challenge Group 16 September 2015 Item No. 11 For Publication REPORT AUTHOR(S): Bedfordshire Fire and Rescue Authority Corporate Services Policy and Challenge Group 16 September 2015 Item No. 11 ASSISTANT CHIEF OFFICER (HUMAN RESOURCES AND ORGANISATIONAL

More information

Time better spent. Take your organisation somewhere new with Fujitsu Mobile Business Solutions. Reshaping ICT, Reshaping Business

Time better spent. Take your organisation somewhere new with Fujitsu Mobile Business Solutions. Reshaping ICT, Reshaping Business Time better spent Take your organisation somewhere new with Fujitsu Mobile Business Solutions. Reshaping ICT, Reshaping Business Welcome to What would it mean to your organisation if your people were able

More information

BRISTOL CITY COUNCIL RESOURCES SCRUTINY COMMISSION. 28 March 2008

BRISTOL CITY COUNCIL RESOURCES SCRUTINY COMMISSION. 28 March 2008 AGENDA ITEM No: 11 BRISTOL CITY COUNCIL RESOURCES SCRUTINY COMMISSION 28 March 2008 Report of: Director of Central Support Services Title: ICT Division - progress report Ward: City wide Officer presenting

More information

What are Hosted Desktops?

What are Hosted Desktops? Hosted Desktops An introduction to Hosted Desktops from Your Office Anywhere Hosted Desktops from Your Office Anywhere provide Flexibility, Reliability and Security and offer genuine cost savings against

More information

INFORMATION TECHNOLOGY SERVICES IT SERVICES PORTFOLIO

INFORMATION TECHNOLOGY SERVICES IT SERVICES PORTFOLIO INFORMATION TECHNOLOGY SERVICES IT SERVICES PORTFOLIO Updated October 2010 Table of Contents Desktop and Customer Services... 3 Enterprise Application Services... 6 Department Specific Application Services...

More information

GSN Cloud Contact Centre Partnership Datasheet

GSN Cloud Contact Centre Partnership Datasheet GSN Cloud Contact Centre Partnership Datasheet Commercial in Reference: GSN Partnership Datasheet Version: 1.1 Global Speech Networks Pty Ltd Level 8, 636 St Kilda Road Melbourne, Victoria 3004 +61 3 9015

More information

Monthly Fee Per Server 75/month 295/month 395/month Monthly Fee Per Desktop/Notebook/ 15/month 45/month 55/month

Monthly Fee Per Server 75/month 295/month 395/month Monthly Fee Per Desktop/Notebook/ 15/month 45/month 55/month SERVICE COVERAGE AND FEE SCHEDULE Base Package Fees Monthly Fee Per Server 75/month 295/month 395/month Monthly Fee Per Desktop/Notebook/ 15/month 45/month 55/month Live Desk Services Live Desk Telephone

More information

ICT (Information Communication and Technology) Asset Management Plan 2010/2015

ICT (Information Communication and Technology) Asset Management Plan 2010/2015 APPENDIX B (CFO/046/10) ICT (Information Communication and Technology) Asset Management Plan 2010/2015 Document Control Sheet Project Title Asset Management Procedures Report Title ICT Asset Management

More information

Business Change Mandate (Including Budget Mandates) Proposal Number: B18 Title: Strategic Property Review

Business Change Mandate (Including Budget Mandates) Proposal Number: B18 Title: Strategic Property Review Business Change Mandate (Including Budget Mandates) Proposal Number: B18 Title: Strategic Property Review All information requested must be completed on the proposed mandate to enable the Cabinet to decide

More information

NSW Government. Data Centre & Cloud Readiness Assessment Services Standard. v1.0. June 2015

NSW Government. Data Centre & Cloud Readiness Assessment Services Standard. v1.0. June 2015 NSW Government Data Centre & Cloud Readiness Assessment Services Standard v1.0 June 2015 ICT Services Office of Finance & Services McKell Building 2-24 Rawson Place SYDNEY NSW 2000 standards@finance.nsw.gov.au

More information

Debunking the Top 11 Cloud Desktop Myths

Debunking the Top 11 Cloud Desktop Myths Debunking the Top 11 Cloud Desktop Myths IP THE CLOUD SERVICES COMPANY TM Mythbusting DaaS Page 1 Summary Desktop as a Service (DaaS) is the delivery of a virtual desktop(vdi) offered as a hosted service

More information

ICT MANAGER ROLE DESCRIPTION

ICT MANAGER ROLE DESCRIPTION Classification: Education Support Officer Level 5 Hours: 8.30am 4.30pm Term of appointment: Ongoing, commencing Term 1, 2015 OVERVIEW OF COLLEGE Catholic Regional College North Keilor was founded in 1982

More information

Cloudsourcing: Cloud Computing Meets Outsourcing

Cloudsourcing: Cloud Computing Meets Outsourcing Cloudsourcing: Cloud Computing Meets Outsourcing With all the recent hype (and counter- hype) about the cloud, it s easy to lose track of the real innovation that s taking place every day using cloud computing

More information

Video Conferencing: A TCO Analysis

Video Conferencing: A TCO Analysis Video Conferencing: A TCO Analysis A Look at What Companies Really Spend By Irwin Lazar, Vice President & Research Director, Nemertes Research Philip Clarke, Research Analyst, Nemertes Research Executive

More information

The Perfect Host How Hosted Services can save you time and money

The Perfect Host How Hosted Services can save you time and money The Perfect Host How can save you time and money An Introduction to Information Technology has become increasingly important within the legal market and firms and chambers are under increasing pressure

More information

NOS for Network Support (903)

NOS for Network Support (903) NOS for Network Support (903) November 2014 V1.1 NOS Reference ESKITP903301 ESKITP903401 ESKITP903501 ESKITP903601 NOS Title Assist with Installation, Implementation and Handover of Network Infrastructure

More information

Involve Visual Collaboration Ltd Cloud Based Videoconferencing Services

Involve Visual Collaboration Ltd Cloud Based Videoconferencing Services Involve Visual Collaboration Ltd Cloud Based Videoconferencing Services Involve Martin Dawes House, Europa Boulevard, Westbrook, Warrington, WA5 7WH Email: Gcloud@involve.vc Tel: 01925 713888 www.involve.vc

More information

2008 Small Business Technology Trends Survey: A Peer Perspective on IT in Small Business

2008 Small Business Technology Trends Survey: A Peer Perspective on IT in Small Business Enabling Small Business Success 2008 Small Business Technology Trends Survey: A Peer Perspective on IT in Small Business 2008 All Covered Inc. www.allcovered.com Contents EXECUTIVE SUMMARY... 3 RECOMMENDATIONS...

More information

CASE STUDY 6 SECTOR: NHS DELIVERABLE: NEW MULTIFUNCTION SERVICE DESK THE CLIENT:

CASE STUDY 6 SECTOR: NHS DELIVERABLE: NEW MULTIFUNCTION SERVICE DESK THE CLIENT: CASE STUDY 6 SECTOR: NHS DELIVERABLE: NEW MULTIFUNCTION SERVICE DESK THE CLIENT: The Queen Elizabeth Hospital King s Lynn NHS Foundation Trust (QEH) is a 514 bed general hospital providing services to

More information

Managed Information Technology Services For the Town of Moraga

Managed Information Technology Services For the Town of Moraga Request for Qualifications Managed Information Technology Services For the Town of Moraga Deadline for Submittal: Wednesday, December 5, 2012 No later than 2:00 p.m. Prepared by: Stephanie Hom Administrative

More information

MSP Service Matrix. Servers

MSP Service Matrix. Servers Servers MSP Service Matrix Microsoft Windows O/S Patching - Patches automatically updated on a regular basis to the customer's servers and desktops. MS Baseline Analyzer and MS WSUS Server used Server

More information

Remote Infrastructure Support Services & Managed IT Services

Remote Infrastructure Support Services & Managed IT Services Remote Infrastructure Support Services & Managed IT Services Remote Desktop Services are designed to optimize the customers IT resource utilization and provide a standardized end-user environment. The

More information

Qbt Consulting File Server & Server Based Software, Options for Deployment

Qbt Consulting File Server & Server Based Software, Options for Deployment Qbt Consulting File Server & Server Based Software, Options for Deployment Every business has a need to collect and store data, to provide their staff access to the data in a controlled way, to access

More information

Is your business still wasting time and money on PCs and Servers?

Is your business still wasting time and money on PCs and Servers? Hosted Managed Desktop Cloud Computing Is your business still wasting time and money on PCs and Servers? Our service is a cheaper and simpler alternative to owning and managing your own business IT network.

More information

IT AS A SERVICE BROKER

IT AS A SERVICE BROKER IT AS A SERVICE BROKER MIT Sloan CIO Symposium May 21, 2014 Thomas P. Roloff Senior Vice President EMC Global Services twitter: @TRoloff 1 Why Transformation? Business is Changing Faster Than IT Business

More information

Information Technology Fund Description

Information Technology Fund Description Information Technology Fund Description The Information Technology Department, in coordination with City strategic objectives and goals in consultation with the charter officials and city departments of

More information

G-Cloud Service Definition. Atos SharePoint Development Service

G-Cloud Service Definition. Atos SharePoint Development Service G-Cloud Service Definition Atos SharePoint Development Service SharePoint Development Services SCS A comprehensive electronic document and records management, collaboration or web content management solution

More information

AL RAFEE ENTERPRISES Solutions & Expertise.

AL RAFEE ENTERPRISES Solutions & Expertise. AL RAFEE ENTERPRISES Solutions & Expertise. Virtualization Al Rafee has strategically made substantial investment in building up a large end to end portfolio of Virtualization across the entire IT infrastructure

More information

EXECUTIVE SUMMARY Audit of information and communications technology governance and security management in MINUSTAH

EXECUTIVE SUMMARY Audit of information and communications technology governance and security management in MINUSTAH EXECUTIVE SUMMARY Audit of information and communications technology governance and security management in MINUSTAH OIOS conducted an audit of information and communications technology (ICT) governance

More information

Enterprise Cloud Infrastructure Support Services (Lot 4) Service: 5.G5.1414.038

Enterprise Cloud Infrastructure Support Services (Lot 4) Service: 5.G5.1414.038 Enterprise Cloud Infrastructure Support Services (Lot 4) Service: 5.G5.1414.038 CONTENTS 1. WHY LEICESTERSHIRE HEALTH INFORMATICS SERVICE?... 3 2. SERVICE OVERVIEW... 3 3. ON-BOARDING... 5 4. OFF-BOARDING

More information

PAAS Public Sector Managed Services

PAAS Public Sector Managed Services Meritec Limited Meritec House, Acorn Business Park, Skipton, North Yorkshire, BD23 2UE 0845 3451155 servicepoint@meritec.co.uk www.meritec.co.uk Registered In England & Wales No. 3224622 Table of Contents

More information

Transition and Transformation. Transitioning services with minimal risk

Transition and Transformation. Transitioning services with minimal risk IBM Global TECHNOLOGY Servicess and Transformation ing services with minimal risk Summary To transition services is a complex process involving many issues. When outsourcing to IBM, you gain the benefit

More information

An ITIL Perspective for Storage Resource Management

An ITIL Perspective for Storage Resource Management An ITIL Perspective for Storage Resource Management BJ Klingenberg, IBM Greg Van Hise, IBM Abstract Providing an ITIL perspective to storage resource management supports the consistent integration of storage

More information

IT Enterprise Services

IT Enterprise Services IT Enterprise Services Capita Virtual Workplace Agility & reliability for your future workplace Balancing freedom & control Virtual working is essential and you know the virtual workplace is possible.

More information

Performance Management 2012/ 13: Quarter 4

Performance Management 2012/ 13: Quarter 4 Performance Management 2012/ 13: Quarter 4 Policy and Resources Committee Chief Executive Director of Finance and Corporate Resources Director of Social and Community Services Director of Technical Services

More information