Digital Strategy Action Plan

Transcription

1 Digital Strategy Action Plan Version: 3.0 Approved: 23 September 2014 : Trim Reference: Corporate Manager ICT ACC2014/ Net Review Date: September

2 1. Introduction Information technologies are profoundly transforming society. Australians are adopting new technologies and connecting with each other in unprecedented ways. With the rollout of the national broadband network (NBN), mobile broadband, smart phones and other devices, and the growing number and use of social media platforms, the opportunity for Council to connect with its community is greater than ever. The Digital Strategy Connect Adelaide is Council s vision for Adelaide to enhance its position as a great smart city. It provides the overarching framework, strategic direction, and guiding principles for delivering an open and efficient government and a well connected city with empowered communities, through the smart use of technology. The strategy also provides a platform to identify and foster new technology projects and services. This Digital Strategy Action Plan focuses on delivery, and outlines specific actions and priorities that support the implementation of the Digital Strategy. It provides detail on how the strategy will be overseen and implemented over the four year term, including measures of success, targets, funding, priorities, delivery of major project milestones, and monitoring and reporting of progress. The Action Plan also informs the Annual Plan and. 2. Strategic Contet Key strategies and policies that have been taken into account in the development of the Digital Strategy Action Plan are listed below. Adelaide City Council Council has acknowledged the importance of broadband and digital technologies and community engagement in its Strategic Plan and Corporation Plan. City of Adelaide Strategic Plan : Outcome 4 Liveable City Strategy: Develop a strong and resilient City community and increase participation in City life for all people of all ages, cultures and means. Outcome 5 Prosperous City Strategy: Encourage the uptake of broadband and digital technologies and the epansion of City WiFi. Corporation Plan : Outcome 1 Brilliant Service Provider Strategies: Better service, through implementation of a customer service strategy and customer relationship management (CRM) system so we know, track and can respond quickly to customer needs and enquiries Greater access and choice, by developing a range of ways for people to access Council services and information including online services Better communication and engagement, by making better use of social media and video to distribute information and communicate and engage with people better and faster 2

3 Better services for businesses, by developing a range of innovative services and products such as the online business portal and digital enterprise program that encourage businesses to invest in or maintain a presence in Adelaide. Outcome 2 Trusted Partner Strategies: Focus on partners (community, precinct groups, residents, business, government), by making our data and information publicly available through the open data initiative so they understand Council s decision making and have good access to knowledge of the city Stronger community partnerships, by ensuring our consultation process enables us to hear the views of all in our community including online engagement Stronger government partnerships, by continuing to identify other councils with whom we can work collaboratively to progress shared service opportunities. Outcome 5 Best Practice Organisation Strategies: Add value through ICT, by implementing an ICT approach which makes smart use of technology, and implementing technology out in the field to improve the quality and responsiveness of services to customers and reduce administration costs. State Government Government of South Australia s Strategic Plan and Information Economy (IE) Agenda: The State Government s Information Economy Agenda ( ) delivering our digital future supports the South Australian Strategic Plan and focuses on fast, alwayson communications, digital literacy, social inclusion and rich content. It identifies three key interrelated elements connectivity, capability, and content the three C s. Sustained within a collaborative environment, the result is greater innovation, economic growth and wellbeing. 1 Federal Government Australian Government ICT Strategy : This strategy is built on a vision that our interactions with people, businesses and the community will occur seamlessly as part of everyday life. To increase productivity the strategy identifies strategic actions in three priority areas: 1. Deliver better services, by building capability and improving services 2. Improve the efficiency of government operations, by investing optimally and encouraging innovation, and 3. Engage openly, by creating knowledge and collaborating effectively. 2 Other Whole of Government ICT policies relating to Cloud, Cyber Security, egovernment, Gov 2.0 and Open Source Software have also informed the development of the Digital Strategy and projects within the Digital Strategy Action Plan. 1 Government of South Australia (2009), Information Economy Agenda , 2 Australian Government (2012), Australian Public Service ICT Strategy , 3

4 3. Objectives This Digital Strategy Action Plan uses the guiding principles established in the Digital Strategy Connect Adelaide. The Digital Strategy has the following outcome objectives: Council is an eemplar in using technologies that enhance transparent government and deliver efficient services to the community Adelaide is a place where communities, businesses and governments are connected in knowledgerich social, learning, and business networks The Adelaide community, businesses and interest groups have the skills and confidence to take advantage of technologies. The Digital Strategy Action Plan has the following objectives: To ensure the successful delivery of the Digital Strategy outcomes through the establishment of a governance structure to oversee the implementation of the strategy To clarify project actions and milestones, timeframes, funding, and responsibilities for implementation To ensure appropriate monitoring and reporting processes are in place to provide assurance to Council on the delivery of the strategy To establish measures of success and targets to be met by the completion of the strategy. 4

5 Connected City Open Efficient Government 4. Measures of Success and Targets Strategy Key Indicator 2011/12 Baseline 2012/13 Results 2013/14 Results 2016 Target Use technology to Availability of Councilheld No datasets publicly 17 datasets available on 32 datasets available on provide increased public data in available in open transparency of machine readable format (10 website datasets + 7 (16 website datasets + Council s operations format for reuse new datasets not 16 new datasets not available on websites) available on websites) Provide a citizencentric service eperience, personalised and conveniently delivered via our customers preferred communication channels Take advantage of new technologies to deliver improved services, derive efficiencies and drive innovation Use digital technologies and social media to provide easy access to Councilheld knowledge and information about the city and city eperiences Customer satisfaction with choice in how they deal with Council and access our services Take up of online services by the community Usage of Council websites by the community Online accessibility of Council held information by the community Interaction, participation and reach with our customers through social media channels 68 datasets identified on ACC websites audit 8.55/10 (average of the 6 surveys for 2011/12 for the category ease of doing business ) 38% transactions completed online *Customer Centre/Call Centre statistics only 1,168,902 website visits 8.15/10 (average of the 4 surveys for 2012/13 for the category ease of doing business ) 40% transactions completed online *Customer Centre/Call Centre statistics only 1,496,271 website visits (28% increase) 8.28/10 (average of the 4 surveys for 2013/14 for the category ease of doing business ) 40% transactions completed online (no change) *Customer Centre/Call Centre statistics only 1,567,903 website visits (34% increase) 50% of Councilheld public data on Council websites is available in an open format for public reuse Achieve an overall customer satisfaction rating of 8/10 65% of all customer transactions are completed online Increase Council websites visits by 100% No websites comply No websites comply No websites comply All Council websites comply to WCAG level AA standard 8,000 Twitter followers 37,900 Facebook likes *appro. figures 27,800 followers (245% increase) 62,900 likes (66% increase) *appro. figures 46,473 followers (477% increase) 83,268 likes (119% increase) *appro. figures Increase social media followers and likes by 100% Use smart technologies to activate the public realm City WiFi coverage across public and open spaces 3% public open spaces covered by eisting Internode Wi Fi hotspots 3% (no change) 21% of public open spaces now covered 100% of public space areas within the Council area covered 5

6 Overall Empowered Communities Strategy Key Indicator 2011/12 Baseline 2012/13 Results 2013/14 Results 2016 Target Use online and social Community 695 registered users 1,189 registered users 1,697 registered users Increase participation media to engage with, participation in online (71% increase) (144% increase) in online and cocreate Council engagement to 15,191 unique visitors 42,156 unique visitors 200,732 unique visitors consultations by policies, services and develop Council to Your Say Adelaide (177% increase) (1221% increase) 100% projects with the policies, projects and website community services Provide innovation spaces and facilitate learning and alliances around new and emerging technologies for the community (including business sector), to empower them to take advantage of new technologies Support businesses to leverage digital technologies by fostering relationships and connections within sectors and communities of interest Community participation in Digital Hub and Innovation Lab participation in digital education and entrepreneurial activities Digital Hub 135 computer based training sessions run by Community Centre for 35 attendees Digital Programs 6 business workshops/ seminars run on social media and online technologies by Enterprise Adelaide for around 140 attendees Innovation Lab 200 visits to Innovation Lab Digital Hub 600 courses delivered (344% increase) Digital Programs 44 attendees completed a business workshop & 2 Certificate IV in courses run by Enterprise Adelaide & TAFE 120 businesses completed 30 Digital Enterprise Program workshops (109% of goal achieved) Innovation Lab 2,317 attendees at Maker sessions since City Library opened in February 2014 (1058% increase) Digital Hub :1 sessions & 283 group training sessions delivered for 1500 (899% increase) Digital Programs 129 businesses completed 30 Digital Enterprise Program workshops and 4 hours of 1:1 mentoring 2 day social media marketing workshop held at Digital Hub for 20 participants (162% of goal achieved) Increase participation in digital programs by 100% Increase total number of businesses that participated in digital programs by 100% Achievement of Digital Strategy outcomes 78% of project actions for 12/13 completed 85% of project actions for 13/14 completed and 15% significantly progressed 100% of projects within the Digital Strategy Action Plan complete 6

7 5. Selection and Ranking Criteria All digital Strategyrelated projects should contribute towards one or more of the key outcomes of the City of Adelaide Strategic Plan and/or Corporation Plan and align with Program Plan strategies and business objectives. New Digital Strategy projects and yearly actions will be assessed and prioritised based on the following selection criteria: 1. Alignment with one or more of the three key outcomes of the Digital Strategy: Open and efficient government Connected city Empowered communities. 2. Alignment with one or more of the eight outcome strategies: Use technology to deliver increased transparency of Council operations Provide a citizencentric service eperience, personalised and conveniently delivered via our customers preferred communication channels Take advantage of new technologies to deliver improved services, derive efficiencies and drive innovation Use digital technologies and social media to provide easy access to Councilheld knowledge and information about the city and city eperiences Use smart technologies to activate the public realm Facilitate growth of the new digital economy across the business, cultural, artistic, recreational and educational sectors Use online and social media to engage with, and cocreate Council policies, services and projects with the community Provide innovation spaces, and facilitate learning and alliances around new and emerging technologies for the community (including business sector), to empower them to take advantage of new opportunities. Projects will be prioritised to assist with the annual business plan and budget allocation process based on the following priority rating criteria: HIGH (H) MEDIUM (M) LOW (L) Rating Criteria Has a specific Council committed timeframe or legally needs to occur in the net financial year Is critical for the delivery of the overall Digital Strategy, has strong alignment with key Digital Strategy outcomes and strategies, or very strong community support Has a Council commitment or significant Council resources and/or budget Has a specific Plan Action and clear measurable output As per High but with moderate to strong alignment or community support, and more fleibility regarding timeframe and resourcing Not timeframe specific Not critical for the delivery of the overall Digital Strategy 7

8 6. Digital Strategy Action Plan Digital Strategy projects and their alignment to the Digital Strategy and Strategic Plan Outcomes are summarised in Table 1. Specific project actions and milestones for 2014/15 with responsibility, priority, epected benefits and approved funding in the Plan are provided in Table 2. Table 1: Digital Strategy Projects Summary Alignment with Digital Strategy Outcomes Alignment with City of Adelaide Strategic Plan Projects Open Efficient Government Connected City Empowered Communities City of Great Places Accessible City Creative City Liveable City Prosperous City Environ Sustainable City 1.1 Open Data 2.1 Customer Service Strategy 2.2 CRM & Customer Portal 2.3 Online Services 3.1 Cloud Computing 3.2 Shared Services 3.3 Workforce Mobility Solutions 4.1 Digital City Map & Interaction 4.2 Social Media 4.3 Online Strategy 5.1 City Wide WiFi 5.2 Smart City Infrastructure 5.3 Smart Parking Technologies 6.1 Adelaide Card 6.2 Economic Digital Initiatives 6.3 Online Portal 7.1 Online Comm Engagement 8.1 Adelaide City Digital Hub 8.2 Innovation Lab 8.3 ipad Buddy Program 8

9 Table 2: Digital Strategy Projects, Funding and Epected New Value / Epected OUTCOME 1: OPEN EFFICIENT STRATEGY 1: USE TECHNOLOGY TO PROVIDE INCREASED TRANSPARENCY OF COUNCIL S OPERATIONS 1.1 Open Data Council will make available Councilheld public data that does not have confidentiality requirements in digital machine readable and standard open format, enabling innovative use of data and the development of applications by third parties to deliver services in new ways. Epand range of datasets available on portal (add 20 more datasets) and streamline/ automate data etract and load processes where possible Pursue cocreation / partnering opportunity for development of a commercially viable community app using Council data Innovative services for the community through independent reuse of Council information Reduction in FOI requests Community driven apps built at little or no cost to Council 25 H STRATEGIC PROJECTS ICT STRATEGY 2: PROVIDE A CITIZEN CENTRIC SERVICE EPERIENCE, PERSONALISED AND CONVENIENTLY DELIVERED VIA OUR CUSTOMER S PREFERRED COMMUNICATION CHANNELS 2.1 Customer Service Strategy Council will develop a customer service strategy to consistently deliver brilliant customer service. Services will be based on customer needs, and available to constituents in a fair equitable manner. 9

10 New Value / Epected Investigate provision of customer innovation portal to encourage staff innovation and ideas for customer service improvements. With potential to rollout eternally for customer input in the future. efficiencies and increased staff and customer satisfaction through implementing innovative ideas No funding required M N/A City Safety & Customer Services 2.2 Customer Relationship Management Council will implement a CRM system that provides a holistic view of the customer, improving the delivery of services and the quality of interactions with customers. Implement customer portal to provide selfservice functionality Upgrade and integrate CRM with other key customer systems Establish centralised Customer database Implement priority customer service functions as per CRM Roadmap including customer requests and stakeholder management Enhanced customer eperience through online and personalised self service 360 view of customer interactions, enabling more effective customer service Improved delivery of services and quality of customer interactions 422 H CAPITAL City Safety & Customer Services 2.3 Online Services Council will epand the range and ease of online services. Top tasks will be simple and quick to complete from a range of web and mobile devices, encouraging the take up of digital channels by the community as the preferred communication method. 10

11 New Value / Epected Migrate online services to new forms platform and implement priority services Integrate online services with Customer portal Implement enhanced online payments platform and streamline payment processes, including centralised invoicing and receipting Enhance eisting epathway services to enable enhanced parking epiation searching and etensions Increase take up of online services to 55%, resulting in increased customer satisfaction & reduced costs Reduced administration through automated payment reconciliations Greater transaction tracking and status monitoring for staff and customers 228 H CAPITAL ICT Enhance online lodgement process to enable staff to electronically process development applications received online end to end process efficiencies and faster turnaround time for approval of applications 10 H STRATEGIC PROJECTS City Planning & Development STRATEGY 3: TAKE ADVANTAGE OF NEW TECHNOLOGIES TO DELIVER IMPROVED SERVICES, DERIVE EFFICIENCIES AND DRIVE INNOVATION 3.1 Cloud Computing Council will take a proactive stance in implementing Cloud services to enhance efficiencies and provide IT services anytime anywhere to the workforce and customers. Rollout Disaster Recovery services and Office 365 in Cloud across organisation Develop business case for migration of one major Corporate application to the Cloud efficiencies and reduction in hardware Anywhere, anytime staff access to Council systems like , calendar, Intranet (cost neutral) M N/A ICT Ability to send and store larger files 11

12 New Value / Epected 3.2 Shared Services Council will take a proactive and leading role in developing shared services opportunities with other local government and other levels of government to deliver efficiencies and seamless services. Implement epanded IT partnership services agreement with a neighbouring Council Eplore epansion of hosting services and further partnerships with other Councils and potential partners Leveraging resource and system efficiencies Knowledge sharing and staff development opportunities Platform for further epansion opportunities 50 (income) M OPERATING REVENUE ICT 3.3 Workforce Mobility Solutions Council will increase and epand the range of mobile solutions to provide Council s mobile workforce with enhanced capability to improve the responsiveness and efficiency of our services. Implement Mobile Device Management Strategy and supporting operating guidelines for mobile working, including fleible work environments & future BYOD options Develop mobile device rollout plan Select and implement Mobile Device Management (MDM) solution Efficiencies in work anywhere, anytime capabilities More effective customer service and responsiveness Security of Council information on mobile devices ensured 110 M CAPITAL ICT / People & Culture 12

13 New Value / Epected OUTCOME 2: STRATEGY 4: USE DIGITAL TECHNOLOGIES AND SOCIAL MEDIA TO PROVIDE EASY ACCESS TO COUNCILHELD KNOWLEDGE AND INFORMATION ABOUT THE CITY AND CITY EPERIENCES 4.1 Digital City Mapping & Interaction The Adelaide 3D digital city model will further support and enhance viewing & assessment of cityscape plans & developments. Council will investigate hologram and immersive technologies and simulation tools to enable public interaction and contribute to city planning and placemaking. Geospatial representation of Council data in 2D map form will also be further enhanced to enable easy access, visualisation and interaction with location based information. Conduct review of 3D model and future options moving forward including partnerships with State Government, simulation software and other tools best suited to support place plans and city planning Long term vision for future direction of 3D model No funding required M N/A City Planning & Development Investigate a mapping and visualisation tool for generating map based data from the GIS for inclusion in promotional materials and for website interaction (ArcGIS Online pilot) Rapid and accurate provision of map based information Analysis and combining of geospatial datasets enabling greater insights of the city 25 M CAPITAL ICT 13

14 New Value / Epected 4.2 Social Media Develop a social media policy and strategy to guide use of social media as a key communication channel for Council to interact and engage with the community. Develop Social Media Employee Guidelines Provide social media training for 40 staff that directly engage with customers across 11 Programs Maimising opportunities to connect with our community through social media channels ACC to become a Social where social media practices and technology are incorporated in business as usual activities No funding required H N/A Marketing & Creative Services 4.3 Online Strategy Simplify Council websites with a focus on customer eperience, mobility, clear information, easy to access, relevance, and accessibility needs. Further develop and epand Council s range of rich digital media communications. Council will also investigate methods such as cocreation and interactive content driven by community ideas. Upgrade ACC websites from Web Content Accessibility Guidelines 2.0 level A standard to level AA standard to ensure information and services are further enhanced and provided in a nondiscriminatory accessible manner Advanced website functionality and mobility Opens up knowledge and services to a wider community, in more convenient and accessible ways 50 H STRATEGIC PROJECTS Marketing & Creative Services 14

15 New Value / Epected STRATEGY 5: USE SMART TECHNOLOGIES TO ACTIVATE THE PUBLIC REALM 5.1 City Wide WiFi Council to partner with State Government and private sector to deploy high capacity citywide Wi Fi network that covers city public spaces, roadways, park lands and squares, with free public internet access across the city and North Adelaide. Continue rollout of WiFi network across remaining city areas such as Park Lands. Deferred to 15/16 pending review of usage and public demand and opportunity for further partnership with State Government. Defer to 15/16 H N/A ICT Rollout staff access to WiFi network (connection for staff eternal use) Ability for mobile staff to connect online to perform work at no cost, resulting in reduction in mobile data plans No funding required H N/A ICT 5.2 Smart City Infrastructure Digital technologies in the urban infrastructure will be pursued to enhance & activate city places such as Rundle Mall, Victoria Square & Riverbank. Council will advocate and promote use of smart grid technologies (such as smart meters and online home energy monitors) to empower city communities to enable more sustainable energy use. Council will continue installation of smart technologies for Council owned assets. 15

16 New Value / Epected Continue upgrade of CCTV system and equipment renewal across priority areas of the city Maintain high standards of safety of city users and monitoring via CCTV 285 M CAPITAL Infrastructure Management Implement CCTV and installation of 22 cameras along path from Adelaide Railway Station to Central Market Monitoring of this area by camera by SA Police 24 hours a day increasing public safety 970 (State Govt funded) M CAPITAL Capital Works Implement trial of people counting and analytics utilising 60 of the AdelaideFree WiFi access points around Rundle Mall and Central Market precincts for the capture of people movements and location analysis Upon successful completion of the trial, a People Analytics Stage 1 project will be undertaken to implement people counting across priority areas of the city. Greater analysis & insights into pedestrian movements & city usage to inform public realm planning and potential business opportunities 110 H STRATEGIC PROJECTS ICT Investigate and implement technology solution to enable automated bicycle counting on Frome Street bike lane (one each way) and traffic counting (one each way) between Pirie Street and Flinders Street Technology to enable greater analysis and insight in to city bicycle usage and traffic movements for future transport planning as part of Smart Move Strategy 15 M STRATEGIC PROJECTS City Design & Transport Investigate the establishment of a global strategic technology partnership to progress innovation and implementation of smart and connected cities concepts in Adelaide Opportunities to cocreate and collaborate with different sectors to develop innovative ideas and smart city solutions No funding required M N/A ICT 16

17 New Value / Epected 5.3 Smart Parking Technologies Council will deploy smart and fleible technology payment options, and investigate real time parking information to enhance the onstreet and offstreet parking eperience for city users. Trial new onstreet smart parking technology solutions in key city locations Reduce number of cash ticket machines and maintenance Efficiencies through automated reporting of malfunctions Better customer service with capabilities such as automated SMS epiration reminders and the ability to top up and etend parking times remotely 100 M CAPITAL City Parking & Services OUTCOME 3: STRATEGY 6: SUPPORT BUSINESSES TO LEVERAGE DIGITAL TECHNOLOGIES BY FOSTERING RELATIONSHIPS AND CONNECTIONS WITHIN SECTORS AND OF INTEREST 6.1 Adelaide Smart Card Council will investigate the introduction of an Adelaide Card using technology to provide city users and residents with visibility to festivals, events and other activities, with the potential to offer incentives to utilise other Council services such as libraries, leisure facilities, parking, local businesses and even transport services in the future. 17

18 New Value / Epected Eplore the potential benefits and feasibility of introducing an Adelaide loyalty card for small businesses, to encourage city businesses to increase patronage through reward programs Customer rewards for utilising City businesses Increased visitation resulting in greater revenue for small businesses No funding required L N/A City Growth & Investment 6.2 Economic Digital Initiatives Council will facilitate and support the use of digital technologies to enable city businesses to transition and capitalise on the digital economy. Continue to support and sponsor digital entrepreneurial activities such as Innovyz, Mega and Startup to promote development and growth of small business and the digital economy Development and growth of small businesses in the city through digital support programs 60 H STRATEGIC PROJECTS City Growth & Investment Continue to promote and facilitate digital training and education to support businesses to capitalise on digital technology opportunities Increase in the online presence of small businesses in the city and their global reach (user pays) H N/A City Growth & Investment 6.3 Online Portal Council will develop an online onestopshop for businesses to access information, products, services and assistance, on establishing and growing businesses in the City of Adelaide. Further enhance the City section presence on Council website to encourage ongoing engagement by businesses with Council Greater interest in utilising business service advice More informative and targeted services available No funding required H N/A City Growth & Investment 18

19 New Value / Epected STRATEGY 7: USE ONLINE AND SOCIAL MEDIA TO ENGAGE WITH, AND COCREATE COUNCIL POLICIES, SERVICES AND PROJECTS WITH THE COMMUNITY 7.1 Online Community Engagement Council will continue to utilise and further develop the Your Say engagement site to provide online opportunities for the community to get involved and have their say in shaping the City of Adelaide. Council to epand online communities of interest to facilitate wider community engagement and participation. Ongoing management of Your Say Adelaide website (annual licence) Greater community participation, more meaningful contributions and well informed decision making 30 H STRATEGIC PROJECTS Strategy & Innovation STRATEGY 8: PROVIDE INNOVATIVE SPACES AND FACILITATE LEARNING AND ALLIANCES AROUND NEW AND EMERGING TECHNOLOGIES FOR THE COMMUNITY, TO EMPOWER THEM TO TAKE ADVANTAGE OF NEW OPPORTUNITIES 8.1 Adelaide City Digital Hub Council will create a Digital Hub and provide free and easy access to high end technology, equipment, and community digital literacy training programs that promote learning and maimise the benefits of using the NBN to the public. 19

20 New Value / Epected Continue to provide public access to digital technology courses and add new courses to meet community needs Empowered communities engaging in more online and digital interactions 92 (Fed Govt grant) H STRATEGIC PROJECTS City Community Following the relocation of the Digital Hub to the new City Library, epansion of the digital program and new Media Hub to enable film production, music composition and miing Empowered and more digital savvy communities engaging with digital technologies No funding required H N/A City Community Epand the new History Hub in City Library, to provide the community online access to our historical photos in our Digital Archives and other online historic resources such as oral history transcripts Enable public contribution to build up History Hub collection with personal items Sharing, epansion and enrichment of Adelaide historical collection through further community contributions 15 (Keith Sheridan Bequest) H ETERNAL City Community / ICT 8.2 Innovation Lab Establish a new digital innovation lab showcasing new technologies, to further encourage community ICT literacy development, facilitate peer to peer training and support, and build communities of interest around new and emerging technologies. Epand facilities and provision of maker sessions to include business programs, programming for kids, robotics, usage of 3D printing pens and other new technologies Providing the community with opportunities to discover, eplore and learn new and leading edge technologies not otherwise accessible No funding required L N/A City Community 20

21 New Value / Epected 8.3 ipad Buddy Program Council will provide home based learning opportunities, particularly for socially isolated, vision and mobility impaired older residents, to access the internet and improve digital literacy. The ipad Buddy Program initiative provides residents with an ipad on loan with training and support provided by volunteers. Continue to provide digital technology support and education to Council residents through volunteer led buddy program Increased awareness and digital literacy, resulting in greater online community participation and use of digital technologies No funding required L N/A City Community TOTAL PROJECTS VALUE 2,497 21

22 7. Roles And Responsibilities The Digital Strategy includes twenty projects that fall under the scope of many Programs. Those Programs are ultimately responsible for the delivery of their projects. of a decentralised ownership approach are that it ensures commitment to resourcing and delivery of project outcomes and strong business alignment. Given the scale of the strategy, a Digital Strategy Steering Group has been formed with representation from project owner Programs to: Review and inform strategy direction, ensure alignment with business objectives as well as Digital Strategy objectives Monitor progress and set corrective actions Determine future projects based on a sound business case and their alignment to Digital Strategy outcomes Review priorities, projects and timeframes for actions, and ensure integration with Council s Plan and budget processes. The Digital Strategy governance structure is outlined in Figure 1 below. Figure 1. Governance structure Council ELG DS Steering Group DS Coordinator (ICT) DS Project (Program) DS Project (Program) DS Project (Program) The ICT Program will actively drive the implementation of the Digital Strategy and take overall accountability for Digital Strategy outcomes. ICT will discharge of this responsibility by: Taking a thought leadership role to ensure that best practice and technology advancements are considered Taking a coordination role to ensure that projects are focused on achieving Digital Strategy desired outcomes Managing progress and indicators of success through the development of an Action Plan and reporting on progress to Council and the community. 22

23 The Corporate Manager, ICT is responsible for implementation and review of this Action Plan and Program Managers and Corporate Managers are responsible for implementation of the actions assigned to them in the Plan. 8. Monitoring And Implementation ICT (as Coordinator of the Digital Strategy Implementation Group) will facilitate the delivery of the Digital Strategy Action Plan, working with Programs to provide advice and support, providing insight into best practice, technology advancements, government policies and practices and learnings across the organisation. ICT will be responsible for collecting and monitoring success indicators and overseeing benefits realisation across the Digital Strategy. Reporting on progress of the Digital Strategy Action Plan to Council will be provided on a yearly basis. As the Digital Strategy will also be available online and as an interactive forum for the community, more regular updates will be provided on the website as project statuses change and major milestones are delivered. The Digital Strategy Steering Group will meet as required to coordinate projects, review progress and resolve issues. 9. Review In recognition that technology is a dynamic and evolving area, the Digital Strategy Action Plan is scheduled for review on a yearly basis after endorsement. Review of the Action Plan on a yearly basis will enable a reevaluation of relevant projects and priorities, latest observed trends in digital technologies, and best practice from other organisations and cities. The updated Digital Strategy Action Plan will be resubmitted to Council on an annual basis for approval. 10. Revision History Revision Summary Approval Date ELG Council or Committee Ver /03/13 Draft for F&CG Committee endorsement Ver /03/13 Approved by Council Ver /08/13 Updated for for F&CG Committee endorsement Ver /08/13 Approved by Council Ver /09/14 Updated for for F&CG Committee endorsement Ver /09/14 Approved by Council Decision Number TRIM Reference ACC2013/31486 ACC2013/ ACC2014/ Related Policy Documents Digital Strategy