Description
Information technologies are profoundly transforming society.
1
Digital Strategy Action Plan 2014-15
Version: 3.0
Approved: 23 September 2014
Owner: Corporate Manager ICT
Trim Reference: ACC2014/153381
Next Review Date: September 2015
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 2012-16 “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 Business Plan and Budget.
2. Strategic Context
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 2012-16:
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 expansion of City WiFi.
Corporation Plan 2012-16:
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
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 (2009-2014) “delivering our digital future”
supports the South Australian Strategic Plan and focuses on fast, always-on 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 2012-2015:
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, e-Government, 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 2009-2014,
http://www.dfeest.sa.gov.au/Portals/1/Documents/digital/Info_Economy_Agenda_2009.pdf
2
Australian Government (2012), Australian Public Service ICT Strategy 2012-2015,
http://www.finance.gov.au/publications/ict_strategy_2012_2015/docs/APS_ICT_Strategy.pdf
4
3. Objectives
This Digital Strategy Action Plan uses the guiding principles established in the Digital Strategy 2012-
16 “Connect Adelaide”.
The Digital Strategy has the following outcome objectives:
? Council is an exemplar 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
knowledge-rich 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.
5
4. Measures of Success and Targets
Strategy Key Indicator 2011/12 Baseline 2012/13 Results 2013/14 Results 2016 Target
O
p
e
n
E
f
f
i
c
i
e
n
t
G
o
v
e
r
n
m
e
n
t
Use technology to
provide increased
transparency of
Council’s operations
Availability of Council-
held public data in
machine readable
format for reuse
No datasets publicly
available in open
format
68 datasets identified
on ACC websites audit
17 datasets available on
www.data.sa.gov.au
(10 website datasets + 7
new datasets not
available on websites)
32 datasets available on
www.data.sa.gov.au
(16 website datasets +
16 new datasets not
available on websites)
50% of Council-held
public data on
Council websites is
available in an open
format for public
reuse
Provide a citizen-centric
service experience,
personalised and
conveniently delivered
via our customers
preferred
communication
channels
Customer satisfaction
with choice in how
they deal with Council
and access our
services
8.55/10
(average of the 6
surveys for 2011/12 for
the category “ease of
doing business”)
8.15/10
(average of the 4 surveys
for 2012/13 for the
category “ease of doing
business”)
8.28/10
(average of the 4
surveys for 2013/14 for
the category “ease of
doing business”)
Achieve an overall
customer satisfaction
rating of 8/10
Take advantage of new
technologies to deliver
improved services,
derive efficiencies and
drive innovation
Take up of online
services by the
community
38% transactions
completed online
*Customer Centre/Call
Centre statistics only
40% transactions
completed online
*Customer Centre/Call
Centre statistics only
40% transactions
completed online (no
change)
*Customer Centre/Call
Centre statistics only
65% of all customer
transactions are
completed online
C
o
n
n
e
c
t
e
d
C
i
t
y
Use digital technologies
and social media to
provide easy access to
Council-held knowledge
and information about
the city and city
experiences
Usage of Council
websites by the
community
1,168,902 website
visits
1,496,271 website visits
(28% increase)
1,567,903 website visits
(34% increase)
Increase Council
websites visits by
100%
Online accessibility of
Council held
information by the
community
No websites comply No websites comply
No websites comply
All Council websites
comply to WCAG
level AA standard
Interaction,
participation and reach
with our customers
through social media
channels
8,000 Twitter followers
37,900 Facebook likes
*approx. figures
27,800 followers
(245% increase)
62,900 likes
(66% increase)
*approx. figures
46,473 followers
(477% increase)
83,268 likes
(119% increase)
*approx. figures
Increase social media
followers and likes by
100%
Use smart technologies
to activate the public
realm
City Wi-Fi coverage
across public and
open spaces
3% public open
spaces covered by
existing Internode Wi-
Fi hotspots
3% (no change) 21% of public open
spaces now covered
100% of public space
areas within the
Council area covered
6
Strategy Key Indicator 2011/12 Baseline 2012/13 Results 2013/14 Results 2016 Target
E
m
p
o
w
e
r
e
d
C
o
m
m
u
n
i
t
i
e
s
Use online and social
media to engage with,
and co-create Council
policies, services and
projects with the
community
Community
participation in online
engagement to
develop Council
policies, projects and
services
695 registered users
15,191 unique visitors
to Your Say Adelaide
website
1,189 registered users
(71% increase)
42,156 unique visitors
(177% increase)
1,697 registered users
(144% increase)
200,732 unique visitors
(1221% increase)
Increase participation
in online
consultations by
100%
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
Community
participation in Digital
Hub and Innovation
Lab
Digital Hub
135 computer based
training sessions run
by Community Centre
for 35 attendees
Innovation Lab
200 visits to Innovation
Lab
Digital Hub
600 courses delivered
(344% increase)
Innovation Lab
2,317 attendees at
Maker sessions since
City Library opened in
February 2014
(1058% increase)
Digital Hub
1066 1:1 sessions & 283
group training sessions
delivered for 1500
(899% increase)
Increase participation
in digital programs by
100%
Support businesses to
leverage digital
technologies by
fostering relationships
and connections within
sectors and
communities of interest
Business participation
in digital education and
entrepreneurial
activities
Digital Programs
6 business workshops/
seminars run on social
media and online
technologies by
Enterprise Adelaide for
around 140 attendees
Digital Programs
44 attendees completed a
business workshop & 2
Certificate IV in Business
courses run by Enterprise
Adelaide & TAFE
120 businesses completed
30 Digital Enterprise
Program workshops
(109% of goal achieved)
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 total number
of businesses that
participated in digital
programs by 100%
O
v
e
r
a
l
l
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
7
5. Selection and Ranking Criteria
All digital Strategy-related projects should contribute towards one or more of the key outcomes of the
City of Adelaide Strategic Plan 2012-16 and/or Corporation Plan 2012-16 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 citizen-centric service experience, 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 Council-held
knowledge and information about the city and city experiences
? 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 co-create 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:
Priority Rating Criteria
HIGH (H)
? Has a specific Council committed timeframe or legally needs to occur in the next
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 Business Plan Action and clear measurable output
MEDIUM (M)
? As per High but with moderate to strong alignment or community support, and
more flexibility regarding timeframe and resourcing
LOW (L)
? Not timeframe specific
? Not critical for the delivery of the overall Digital Strategy
8
6. Digital Strategy Action Plan 2014-15
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, expected benefits and approved funding in the 2014-15 Business Plan are provided in Table 2.
Table 1: Digital Strategy Projects Summary
Projects
Alignment with Digital Strategy Outcomes Alignment with City of Adelaide Strategic Plan
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 Wi-Fi ? ? ? ? ? ?
5.2 Smart City Infrastructure ? ? ? ? ?
5.3 Smart Parking Technologies ? ? ?
6.1 Adelaide Card ? ? ?
6.2 Economic Digital Initiatives ? ? ?
6.3 Business Online Portal ? ? ?
7.1 Online Comm Engagement ? ? ? ?
8.1 Adelaide City Digital Hub ? ? ?
8.2 Innovation Lab ? ? ?
8.3 iPad Buddy Program ? ? ?
9
Table 2: Digital Strategy 2014-15 Projects, Funding and Expected Benefits
Description of Projects and Actions
O
P
E
N
E
F
F
I
C
I
E
N
T
G
O
V
E
R
N
M
E
N
T
C
O
N
N
E
C
T
E
D
C
I
T
Y
E
M
P
O
W
E
R
E
D
C
O
M
M
U
N
I
T
I
E
S
New Value / Expected
Benefits
Approved Funding for 2014/15
Budget
($ ‘000s)
Priority
Budget
Type
Business
Owner
OUTCOME 1: OPEN EFFICIENT GOVERNMENT
STRATEGY 1: USE TECHNOLOGY TO PROVIDE INCREASED TRANSPARENCY OF COUNCIL’S OPERATIONS
1.1 Open Data
Council will make available Council-held 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.
X X
? Expand range of datasets available on portal
(add 20 more datasets) and streamline/
automate data extract and load processes
where possible
? Pursue co-creation / partnering opportunity for
development of a commercially viable
community app using Council data
x x
Innovative services for the
community through
independent re-use 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 EXPERIENCE, 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.
X
10
Description of Projects and Actions
O
P
E
N
E
F
F
I
C
I
E
N
T
G
O
V
E
R
N
M
E
N
T
C
O
N
N
E
C
T
E
D
C
I
T
Y
E
M
P
O
W
E
R
E
D
C
O
M
M
U
N
I
T
I
E
S
New Value / Expected
Benefits
Approved Funding for 2014/15
Budget
($ ‘000s)
Priority
Budget
Type
Business
Owner
? Investigate provision of customer innovation
portal to encourage staff innovation and ideas
for customer service improvements. With
potential to rollout externally for customer input
in the future.
x
Business 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.
X X
? Implement customer portal to provide self-
service 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
x x
Enhanced customer
experience 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 expand 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.
X X
11
Description of Projects and Actions
O
P
E
N
E
F
F
I
C
I
E
N
T
G
O
V
E
R
N
M
E
N
T
C
O
N
N
E
C
T
E
D
C
I
T
Y
E
M
P
O
W
E
R
E
D
C
O
M
M
U
N
I
T
I
E
S
New Value / Expected
Benefits
Approved Funding for 2014/15
Budget
($ ‘000s)
Priority
Budget
Type
Business
Owner
? 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 existing ePathway services to enable
enhanced parking expiation searching and
extensions
x x
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
x x
Business 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 pro-active stance in
implementing Cloud services to enhance
efficiencies and provide IT services anytime
anywhere to the workforce and customers.
X
? Rollout Disaster Recovery services and Office
365 in Cloud across organisation
? Develop business case for migration of one
major Corporate application to the Cloud
x
Business efficiencies and
reduction in hardware
Anywhere, anytime staff
access to Council systems like
email, calendar, Intranet
Ability to send and store larger
files
-
(cost
neutral)
M N/A ICT
12
Description of Projects and Actions
O
P
E
N
E
F
F
I
C
I
E
N
T
G
O
V
E
R
N
M
E
N
T
C
O
N
N
E
C
T
E
D
C
I
T
Y
E
M
P
O
W
E
R
E
D
C
O
M
M
U
N
I
T
I
E
S
New Value / Expected
Benefits
Approved Funding for 2014/15
Budget
($ ‘000s)
Priority
Budget
Type
Business
Owner
3.2 Shared Services
Council will take a pro-active and leading role in
developing shared services opportunities with
other local government and other levels of
government to deliver efficiencies and seamless
services.
X
? Implement expanded IT partnership services
agreement with a neighbouring Council
? Explore expansion of hosting services and
further partnerships with other Councils and
potential partners
x
Leveraging resource and
system efficiencies
Knowledge sharing and staff
development opportunities
Platform for further expansion
opportunities
-50
(income)
M
OPERATING
REVENUE
ICT
3.3 Workforce Mobility Solutions
Council will increase and expand the range of
mobile solutions to provide Council’s mobile
workforce with enhanced capability to improve the
responsiveness and efficiency of our services.
X
? Implement Mobile Device Management
Strategy and supporting operating guidelines
for mobile working, including flexible work
environments & future BYOD options
? Develop mobile device rollout plan
? Select and implement Mobile Device
Management (MDM) solution
x
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
13
Description of Projects and Actions
O
P
E
N
E
F
F
I
C
I
E
N
T
G
O
V
E
R
N
M
E
N
T
C
O
N
N
E
C
T
E
D
C
I
T
Y
E
M
P
O
W
E
R
E
D
C
O
M
M
U
N
I
T
I
E
S
New Value / Expected
Benefits
Approved Funding for 2014/15
Budget
($ ‘000s)
Priority
Budget
Type
Business
Owner
OUTCOME 2: CONNECTED CITY
STRATEGY 4: USE DIGITAL TECHNOLOGIES AND SOCIAL MEDIA TO PROVIDE EASY ACCESS TO COUNCIL-HELD KNOWLEDGE AND INFORMATION ABOUT
THE CITY AND CITY EXPERIENCES
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.
X X
? 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
X
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)
x x
Rapid and accurate provision
of map based information
Analysis and combining of
geospatial datasets enabling
greater insights of the city
25 M CAPITAL ICT
14
Description of Projects and Actions
O
P
E
N
E
F
F
I
C
I
E
N
T
G
O
V
E
R
N
M
E
N
T
C
O
N
N
E
C
T
E
D
C
I
T
Y
E
M
P
O
W
E
R
E
D
C
O
M
M
U
N
I
T
I
E
S
New Value / Expected
Benefits
Approved Funding for 2014/15
Budget
($ ‘000s)
Priority
Budget
Type
Business
Owner
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.
X
? Develop Social Media Employee Guidelines
? Provide social media training for 40 staff that
directly engage with customers across 11
Programs
x
Maximising opportunities to
connect with our community
through social media channels
ACC to become a Social
Business 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
experience, mobility, clear information, easy to
access, relevance, and accessibility needs.
Further develop and expand Council’s range of rich
digital media communications. Council will also
investigate methods such as co-creation and
interactive content driven by community ideas.
X X
? 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 non-discriminatory accessible manner
? Advanced website functionality and mobility
x x
Opens up knowledge and
services to a wider community,
in more convenient and
accessible ways
50
H
STRATEGIC
PROJECTS
Marketing &
Creative
Services
15
Description of Projects and Actions
O
P
E
N
E
F
F
I
C
I
E
N
T
G
O
V
E
R
N
M
E
N
T
C
O
N
N
E
C
T
E
D
C
I
T
Y
E
M
P
O
W
E
R
E
D
C
O
M
M
U
N
I
T
I
E
S
New Value / Expected
Benefits
Approved Funding for 2014/15
Budget
($ ‘000s)
Priority
Budget
Type
Business
Owner
STRATEGY 5: USE SMART TECHNOLOGIES TO ACTIVATE THE PUBLIC REALM
5.1 City Wide Wi-Fi
Council to partner with State Government and
private sector to deploy high capacity city-wide Wi-
Fi network that covers city public spaces,
roadways, park lands and squares, with free public
internet access across the city and North Adelaide.
X X
? Continue rollout of Wi-Fi 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.
x
-
Defer to
15/16
H N/A ICT
? Rollout staff access to Wi-Fi network
(connection for staff external use)
x
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.
X
16
Description of Projects and Actions
O
P
E
N
E
F
F
I
C
I
E
N
T
G
O
V
E
R
N
M
E
N
T
C
O
N
N
E
C
T
E
D
C
I
T
Y
E
M
P
O
W
E
R
E
D
C
O
M
M
U
N
I
T
I
E
S
New Value / Expected
Benefits
Approved Funding for 2014/15
Budget
($ ‘000s)
Priority
Budget
Type
Business
Owner
? Continue upgrade of CCTV system and
equipment renewal across priority areas of the
city
x x
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
x x
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 Wi-Fi
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.
x
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
x
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
x
Opportunities to co-create and
collaborate with different
sectors to develop innovative
ideas and smart city solutions
-
No funding
required
M N/A ICT
17
Description of Projects and Actions
O
P
E
N
E
F
F
I
C
I
E
N
T
G
O
V
E
R
N
M
E
N
T
C
O
N
N
E
C
T
E
D
C
I
T
Y
E
M
P
O
W
E
R
E
D
C
O
M
M
U
N
I
T
I
E
S
New Value / Expected
Benefits
Approved Funding for 2014/15
Budget
($ ‘000s)
Priority
Budget
Type
Business
Owner
5.3 Smart Parking Technologies
Council will deploy smart and flexible technology
payment options, and investigate real time parking
information to enhance the on-street and off-street
parking experience for city users.
X
? Trial new on-street smart parking technology
solutions in key city locations
x x
Reduce number of cash ticket
machines and maintenance
Efficiencies through automated
reporting of malfunctions
Better customer service with
capabilities such as automated
SMS expiration reminders and
the ability to top up and extend
parking times remotely
100 M CAPITAL
City Parking
& Business
Services
OUTCOME 3: EMPOWERED COMMUNITIES
STRATEGY 6: SUPPORT BUSINESSES TO LEVERAGE DIGITAL TECHNOLOGIES BY FOSTERING RELATIONSHIPS AND CONNECTIONS WITHIN SECTORS
AND COMMUNITIES 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.
X
18
Description of Projects and Actions
O
P
E
N
E
F
F
I
C
I
E
N
T
G
O
V
E
R
N
M
E
N
T
C
O
N
N
E
C
T
E
D
C
I
T
Y
E
M
P
O
W
E
R
E
D
C
O
M
M
U
N
I
T
I
E
S
New Value / Expected
Benefits
Approved Funding for 2014/15
Budget
($ ‘000s)
Priority
Budget
Type
Business
Owner
? Explore the potential benefits and feasibility of
introducing an Adelaide loyalty card for small
businesses, to encourage city businesses to
increase patronage through reward programs
x x
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.
X
? 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
x x
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
x
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 Business Online Portal
Council will develop an online one-stop-shop for
businesses to access information, products,
services and assistance, on establishing and
growing businesses in the City of Adelaide.
X
? Further enhance the City Business section
presence on Council website to encourage
ongoing engagement by businesses with
Council
x x
Greater interest in utilising
business service advice
More informative and targeted
services available
-
No funding
required
H N/A
City Growth
& Investment
19
Description of Projects and Actions
O
P
E
N
E
F
F
I
C
I
E
N
T
G
O
V
E
R
N
M
E
N
T
C
O
N
N
E
C
T
E
D
C
I
T
Y
E
M
P
O
W
E
R
E
D
C
O
M
M
U
N
I
T
I
E
S
New Value / Expected
Benefits
Approved Funding for 2014/15
Budget
($ ‘000s)
Priority
Budget
Type
Business
Owner
STRATEGY 7: USE ONLINE AND SOCIAL MEDIA TO ENGAGE WITH, AND CO-CREATE 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 expand online ‘communities of interest’
to facilitate wider community engagement and
participation.
X X X
? Ongoing management of Your Say Adelaide
website (annual licence)
x x x
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 maximise the
benefits of using the NBN to the public.
X X
20
Description of Projects and Actions
O
P
E
N
E
F
F
I
C
I
E
N
T
G
O
V
E
R
N
M
E
N
T
C
O
N
N
E
C
T
E
D
C
I
T
Y
E
M
P
O
W
E
R
E
D
C
O
M
M
U
N
I
T
I
E
S
New Value / Expected
Benefits
Approved Funding for 2014/15
Budget
($ ‘000s)
Priority
Budget
Type
Business
Owner
? Continue to provide public access to digital
technology courses and add new courses to
meet community needs
x x
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, expansion of the digital
program and new Media Hub to enable film
production, music composition and mixing
x x
Empowered and more digital
savvy communities engaging
with digital technologies
-
No funding
required
H
N/A
City
Community
? Expand 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
x x
Sharing, expansion and
enrichment of Adelaide
historical collection through
further community contributions
15
(Keith
Sheridan
Bequest)
H EXTERNAL
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.
X
? Expand facilities and provision of maker
sessions to include business programs,
programming for kids, robotics, usage of 3D
printing pens and other new technologies
x
Providing the community with
opportunities to discover,
explore and learn new and
leading edge technologies not
otherwise accessible
-
No funding
required
L N/A
City
Community
21
Description of Projects and Actions
O
P
E
N
E
F
F
I
C
I
E
N
T
G
O
V
E
R
N
M
E
N
T
C
O
N
N
E
C
T
E
D
C
I
T
Y
E
M
P
O
W
E
R
E
D
C
O
M
M
U
N
I
T
I
E
S
New Value / Expected
Benefits
Approved Funding for 2014/15
Budget
($ ‘000s)
Priority
Budget
Type
Business
Owner
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.
X
? Continue to provide digital technology support
and education to Council residents through
volunteer led buddy program
x x x
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
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. Benefits 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 Business Plan and budget processes.
The Digital Strategy governance structure is outlined in Figure 1 below.
Figure 1. Governance structure
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.
Council
ELG
DS Steering
Group
DS Project
(Program)
DS Project
(Program)
DS Project
(Program)
DS Co-ordinator
(ICT)
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 Co-ordinator 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 re-evaluation 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
Decision
Number
TRIM Reference Related
Policy
Documents
Ver 0.1 19/03/13 Draft for F&CG
Committee endorsement
ACC2013/31486 Digital
Strategy
2012-16
Ver 1.0 26/03/13 Approved by Council
Ver 1.1 20/08/13 Updated for 2013-14 for
F&CG Committee
endorsement
ACC2013/133476
Ver 2.0 27/08/13 Approved by Council
Ver 2.1 16/09/14 Updated for 2014-15 for
F&CG Committee
endorsement
ACC2014/153381
Ver 3.0 23/09/14 Approved by Council
doc_376720204.pdf
Information technologies are profoundly transforming society.
1
Digital Strategy Action Plan 2014-15
Version: 3.0
Approved: 23 September 2014
Owner: Corporate Manager ICT
Trim Reference: ACC2014/153381
Next Review Date: September 2015
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 2012-16 “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 Business Plan and Budget.
2. Strategic Context
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 2012-16:
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 expansion of City WiFi.
Corporation Plan 2012-16:
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
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 (2009-2014) “delivering our digital future”
supports the South Australian Strategic Plan and focuses on fast, always-on 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 2012-2015:
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, e-Government, 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 2009-2014,
http://www.dfeest.sa.gov.au/Portals/1/Documents/digital/Info_Economy_Agenda_2009.pdf
2
Australian Government (2012), Australian Public Service ICT Strategy 2012-2015,
http://www.finance.gov.au/publications/ict_strategy_2012_2015/docs/APS_ICT_Strategy.pdf
4
3. Objectives
This Digital Strategy Action Plan uses the guiding principles established in the Digital Strategy 2012-
16 “Connect Adelaide”.
The Digital Strategy has the following outcome objectives:
? Council is an exemplar 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
knowledge-rich 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.
5
4. Measures of Success and Targets
Strategy Key Indicator 2011/12 Baseline 2012/13 Results 2013/14 Results 2016 Target
O
p
e
n
E
f
f
i
c
i
e
n
t
G
o
v
e
r
n
m
e
n
t
Use technology to
provide increased
transparency of
Council’s operations
Availability of Council-
held public data in
machine readable
format for reuse
No datasets publicly
available in open
format
68 datasets identified
on ACC websites audit
17 datasets available on
www.data.sa.gov.au
(10 website datasets + 7
new datasets not
available on websites)
32 datasets available on
www.data.sa.gov.au
(16 website datasets +
16 new datasets not
available on websites)
50% of Council-held
public data on
Council websites is
available in an open
format for public
reuse
Provide a citizen-centric
service experience,
personalised and
conveniently delivered
via our customers
preferred
communication
channels
Customer satisfaction
with choice in how
they deal with Council
and access our
services
8.55/10
(average of the 6
surveys for 2011/12 for
the category “ease of
doing business”)
8.15/10
(average of the 4 surveys
for 2012/13 for the
category “ease of doing
business”)
8.28/10
(average of the 4
surveys for 2013/14 for
the category “ease of
doing business”)
Achieve an overall
customer satisfaction
rating of 8/10
Take advantage of new
technologies to deliver
improved services,
derive efficiencies and
drive innovation
Take up of online
services by the
community
38% transactions
completed online
*Customer Centre/Call
Centre statistics only
40% transactions
completed online
*Customer Centre/Call
Centre statistics only
40% transactions
completed online (no
change)
*Customer Centre/Call
Centre statistics only
65% of all customer
transactions are
completed online
C
o
n
n
e
c
t
e
d
C
i
t
y
Use digital technologies
and social media to
provide easy access to
Council-held knowledge
and information about
the city and city
experiences
Usage of Council
websites by the
community
1,168,902 website
visits
1,496,271 website visits
(28% increase)
1,567,903 website visits
(34% increase)
Increase Council
websites visits by
100%
Online accessibility of
Council held
information by the
community
No websites comply No websites comply
No websites comply
All Council websites
comply to WCAG
level AA standard
Interaction,
participation and reach
with our customers
through social media
channels
8,000 Twitter followers
37,900 Facebook likes
*approx. figures
27,800 followers
(245% increase)
62,900 likes
(66% increase)
*approx. figures
46,473 followers
(477% increase)
83,268 likes
(119% increase)
*approx. figures
Increase social media
followers and likes by
100%
Use smart technologies
to activate the public
realm
City Wi-Fi coverage
across public and
open spaces
3% public open
spaces covered by
existing Internode Wi-
Fi hotspots
3% (no change) 21% of public open
spaces now covered
100% of public space
areas within the
Council area covered
6
Strategy Key Indicator 2011/12 Baseline 2012/13 Results 2013/14 Results 2016 Target
E
m
p
o
w
e
r
e
d
C
o
m
m
u
n
i
t
i
e
s
Use online and social
media to engage with,
and co-create Council
policies, services and
projects with the
community
Community
participation in online
engagement to
develop Council
policies, projects and
services
695 registered users
15,191 unique visitors
to Your Say Adelaide
website
1,189 registered users
(71% increase)
42,156 unique visitors
(177% increase)
1,697 registered users
(144% increase)
200,732 unique visitors
(1221% increase)
Increase participation
in online
consultations by
100%
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
Community
participation in Digital
Hub and Innovation
Lab
Digital Hub
135 computer based
training sessions run
by Community Centre
for 35 attendees
Innovation Lab
200 visits to Innovation
Lab
Digital Hub
600 courses delivered
(344% increase)
Innovation Lab
2,317 attendees at
Maker sessions since
City Library opened in
February 2014
(1058% increase)
Digital Hub
1066 1:1 sessions & 283
group training sessions
delivered for 1500
(899% increase)
Increase participation
in digital programs by
100%
Support businesses to
leverage digital
technologies by
fostering relationships
and connections within
sectors and
communities of interest
Business participation
in digital education and
entrepreneurial
activities
Digital Programs
6 business workshops/
seminars run on social
media and online
technologies by
Enterprise Adelaide for
around 140 attendees
Digital Programs
44 attendees completed a
business workshop & 2
Certificate IV in Business
courses run by Enterprise
Adelaide & TAFE
120 businesses completed
30 Digital Enterprise
Program workshops
(109% of goal achieved)
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 total number
of businesses that
participated in digital
programs by 100%
O
v
e
r
a
l
l
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
7
5. Selection and Ranking Criteria
All digital Strategy-related projects should contribute towards one or more of the key outcomes of the
City of Adelaide Strategic Plan 2012-16 and/or Corporation Plan 2012-16 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 citizen-centric service experience, 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 Council-held
knowledge and information about the city and city experiences
? 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 co-create 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:
Priority Rating Criteria
HIGH (H)
? Has a specific Council committed timeframe or legally needs to occur in the next
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 Business Plan Action and clear measurable output
MEDIUM (M)
? As per High but with moderate to strong alignment or community support, and
more flexibility regarding timeframe and resourcing
LOW (L)
? Not timeframe specific
? Not critical for the delivery of the overall Digital Strategy
8
6. Digital Strategy Action Plan 2014-15
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, expected benefits and approved funding in the 2014-15 Business Plan are provided in Table 2.
Table 1: Digital Strategy Projects Summary
Projects
Alignment with Digital Strategy Outcomes Alignment with City of Adelaide Strategic Plan
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 Wi-Fi ? ? ? ? ? ?
5.2 Smart City Infrastructure ? ? ? ? ?
5.3 Smart Parking Technologies ? ? ?
6.1 Adelaide Card ? ? ?
6.2 Economic Digital Initiatives ? ? ?
6.3 Business Online Portal ? ? ?
7.1 Online Comm Engagement ? ? ? ?
8.1 Adelaide City Digital Hub ? ? ?
8.2 Innovation Lab ? ? ?
8.3 iPad Buddy Program ? ? ?
9
Table 2: Digital Strategy 2014-15 Projects, Funding and Expected Benefits
Description of Projects and Actions
O
P
E
N
E
F
F
I
C
I
E
N
T
G
O
V
E
R
N
M
E
N
T
C
O
N
N
E
C
T
E
D
C
I
T
Y
E
M
P
O
W
E
R
E
D
C
O
M
M
U
N
I
T
I
E
S
New Value / Expected
Benefits
Approved Funding for 2014/15
Budget
($ ‘000s)
Priority
Budget
Type
Business
Owner
OUTCOME 1: OPEN EFFICIENT GOVERNMENT
STRATEGY 1: USE TECHNOLOGY TO PROVIDE INCREASED TRANSPARENCY OF COUNCIL’S OPERATIONS
1.1 Open Data
Council will make available Council-held 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.
X X
? Expand range of datasets available on portal
(add 20 more datasets) and streamline/
automate data extract and load processes
where possible
? Pursue co-creation / partnering opportunity for
development of a commercially viable
community app using Council data
x x
Innovative services for the
community through
independent re-use 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 EXPERIENCE, 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.
X
10
Description of Projects and Actions
O
P
E
N
E
F
F
I
C
I
E
N
T
G
O
V
E
R
N
M
E
N
T
C
O
N
N
E
C
T
E
D
C
I
T
Y
E
M
P
O
W
E
R
E
D
C
O
M
M
U
N
I
T
I
E
S
New Value / Expected
Benefits
Approved Funding for 2014/15
Budget
($ ‘000s)
Priority
Budget
Type
Business
Owner
? Investigate provision of customer innovation
portal to encourage staff innovation and ideas
for customer service improvements. With
potential to rollout externally for customer input
in the future.
x
Business 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.
X X
? Implement customer portal to provide self-
service 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
x x
Enhanced customer
experience 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 expand 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.
X X
11
Description of Projects and Actions
O
P
E
N
E
F
F
I
C
I
E
N
T
G
O
V
E
R
N
M
E
N
T
C
O
N
N
E
C
T
E
D
C
I
T
Y
E
M
P
O
W
E
R
E
D
C
O
M
M
U
N
I
T
I
E
S
New Value / Expected
Benefits
Approved Funding for 2014/15
Budget
($ ‘000s)
Priority
Budget
Type
Business
Owner
? 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 existing ePathway services to enable
enhanced parking expiation searching and
extensions
x x
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
x x
Business 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 pro-active stance in
implementing Cloud services to enhance
efficiencies and provide IT services anytime
anywhere to the workforce and customers.
X
? Rollout Disaster Recovery services and Office
365 in Cloud across organisation
? Develop business case for migration of one
major Corporate application to the Cloud
x
Business efficiencies and
reduction in hardware
Anywhere, anytime staff
access to Council systems like
email, calendar, Intranet
Ability to send and store larger
files
-
(cost
neutral)
M N/A ICT
12
Description of Projects and Actions
O
P
E
N
E
F
F
I
C
I
E
N
T
G
O
V
E
R
N
M
E
N
T
C
O
N
N
E
C
T
E
D
C
I
T
Y
E
M
P
O
W
E
R
E
D
C
O
M
M
U
N
I
T
I
E
S
New Value / Expected
Benefits
Approved Funding for 2014/15
Budget
($ ‘000s)
Priority
Budget
Type
Business
Owner
3.2 Shared Services
Council will take a pro-active and leading role in
developing shared services opportunities with
other local government and other levels of
government to deliver efficiencies and seamless
services.
X
? Implement expanded IT partnership services
agreement with a neighbouring Council
? Explore expansion of hosting services and
further partnerships with other Councils and
potential partners
x
Leveraging resource and
system efficiencies
Knowledge sharing and staff
development opportunities
Platform for further expansion
opportunities
-50
(income)
M
OPERATING
REVENUE
ICT
3.3 Workforce Mobility Solutions
Council will increase and expand the range of
mobile solutions to provide Council’s mobile
workforce with enhanced capability to improve the
responsiveness and efficiency of our services.
X
? Implement Mobile Device Management
Strategy and supporting operating guidelines
for mobile working, including flexible work
environments & future BYOD options
? Develop mobile device rollout plan
? Select and implement Mobile Device
Management (MDM) solution
x
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
13
Description of Projects and Actions
O
P
E
N
E
F
F
I
C
I
E
N
T
G
O
V
E
R
N
M
E
N
T
C
O
N
N
E
C
T
E
D
C
I
T
Y
E
M
P
O
W
E
R
E
D
C
O
M
M
U
N
I
T
I
E
S
New Value / Expected
Benefits
Approved Funding for 2014/15
Budget
($ ‘000s)
Priority
Budget
Type
Business
Owner
OUTCOME 2: CONNECTED CITY
STRATEGY 4: USE DIGITAL TECHNOLOGIES AND SOCIAL MEDIA TO PROVIDE EASY ACCESS TO COUNCIL-HELD KNOWLEDGE AND INFORMATION ABOUT
THE CITY AND CITY EXPERIENCES
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.
X X
? 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
X
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)
x x
Rapid and accurate provision
of map based information
Analysis and combining of
geospatial datasets enabling
greater insights of the city
25 M CAPITAL ICT
14
Description of Projects and Actions
O
P
E
N
E
F
F
I
C
I
E
N
T
G
O
V
E
R
N
M
E
N
T
C
O
N
N
E
C
T
E
D
C
I
T
Y
E
M
P
O
W
E
R
E
D
C
O
M
M
U
N
I
T
I
E
S
New Value / Expected
Benefits
Approved Funding for 2014/15
Budget
($ ‘000s)
Priority
Budget
Type
Business
Owner
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.
X
? Develop Social Media Employee Guidelines
? Provide social media training for 40 staff that
directly engage with customers across 11
Programs
x
Maximising opportunities to
connect with our community
through social media channels
ACC to become a Social
Business 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
experience, mobility, clear information, easy to
access, relevance, and accessibility needs.
Further develop and expand Council’s range of rich
digital media communications. Council will also
investigate methods such as co-creation and
interactive content driven by community ideas.
X X
? 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 non-discriminatory accessible manner
? Advanced website functionality and mobility
x x
Opens up knowledge and
services to a wider community,
in more convenient and
accessible ways
50
H
STRATEGIC
PROJECTS
Marketing &
Creative
Services
15
Description of Projects and Actions
O
P
E
N
E
F
F
I
C
I
E
N
T
G
O
V
E
R
N
M
E
N
T
C
O
N
N
E
C
T
E
D
C
I
T
Y
E
M
P
O
W
E
R
E
D
C
O
M
M
U
N
I
T
I
E
S
New Value / Expected
Benefits
Approved Funding for 2014/15
Budget
($ ‘000s)
Priority
Budget
Type
Business
Owner
STRATEGY 5: USE SMART TECHNOLOGIES TO ACTIVATE THE PUBLIC REALM
5.1 City Wide Wi-Fi
Council to partner with State Government and
private sector to deploy high capacity city-wide Wi-
Fi network that covers city public spaces,
roadways, park lands and squares, with free public
internet access across the city and North Adelaide.
X X
? Continue rollout of Wi-Fi 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.
x
-
Defer to
15/16
H N/A ICT
? Rollout staff access to Wi-Fi network
(connection for staff external use)
x
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.
X
16
Description of Projects and Actions
O
P
E
N
E
F
F
I
C
I
E
N
T
G
O
V
E
R
N
M
E
N
T
C
O
N
N
E
C
T
E
D
C
I
T
Y
E
M
P
O
W
E
R
E
D
C
O
M
M
U
N
I
T
I
E
S
New Value / Expected
Benefits
Approved Funding for 2014/15
Budget
($ ‘000s)
Priority
Budget
Type
Business
Owner
? Continue upgrade of CCTV system and
equipment renewal across priority areas of the
city
x x
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
x x
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 Wi-Fi
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.
x
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
x
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
x
Opportunities to co-create and
collaborate with different
sectors to develop innovative
ideas and smart city solutions
-
No funding
required
M N/A ICT
17
Description of Projects and Actions
O
P
E
N
E
F
F
I
C
I
E
N
T
G
O
V
E
R
N
M
E
N
T
C
O
N
N
E
C
T
E
D
C
I
T
Y
E
M
P
O
W
E
R
E
D
C
O
M
M
U
N
I
T
I
E
S
New Value / Expected
Benefits
Approved Funding for 2014/15
Budget
($ ‘000s)
Priority
Budget
Type
Business
Owner
5.3 Smart Parking Technologies
Council will deploy smart and flexible technology
payment options, and investigate real time parking
information to enhance the on-street and off-street
parking experience for city users.
X
? Trial new on-street smart parking technology
solutions in key city locations
x x
Reduce number of cash ticket
machines and maintenance
Efficiencies through automated
reporting of malfunctions
Better customer service with
capabilities such as automated
SMS expiration reminders and
the ability to top up and extend
parking times remotely
100 M CAPITAL
City Parking
& Business
Services
OUTCOME 3: EMPOWERED COMMUNITIES
STRATEGY 6: SUPPORT BUSINESSES TO LEVERAGE DIGITAL TECHNOLOGIES BY FOSTERING RELATIONSHIPS AND CONNECTIONS WITHIN SECTORS
AND COMMUNITIES 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.
X
18
Description of Projects and Actions
O
P
E
N
E
F
F
I
C
I
E
N
T
G
O
V
E
R
N
M
E
N
T
C
O
N
N
E
C
T
E
D
C
I
T
Y
E
M
P
O
W
E
R
E
D
C
O
M
M
U
N
I
T
I
E
S
New Value / Expected
Benefits
Approved Funding for 2014/15
Budget
($ ‘000s)
Priority
Budget
Type
Business
Owner
? Explore the potential benefits and feasibility of
introducing an Adelaide loyalty card for small
businesses, to encourage city businesses to
increase patronage through reward programs
x x
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.
X
? 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
x x
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
x
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 Business Online Portal
Council will develop an online one-stop-shop for
businesses to access information, products,
services and assistance, on establishing and
growing businesses in the City of Adelaide.
X
? Further enhance the City Business section
presence on Council website to encourage
ongoing engagement by businesses with
Council
x x
Greater interest in utilising
business service advice
More informative and targeted
services available
-
No funding
required
H N/A
City Growth
& Investment
19
Description of Projects and Actions
O
P
E
N
E
F
F
I
C
I
E
N
T
G
O
V
E
R
N
M
E
N
T
C
O
N
N
E
C
T
E
D
C
I
T
Y
E
M
P
O
W
E
R
E
D
C
O
M
M
U
N
I
T
I
E
S
New Value / Expected
Benefits
Approved Funding for 2014/15
Budget
($ ‘000s)
Priority
Budget
Type
Business
Owner
STRATEGY 7: USE ONLINE AND SOCIAL MEDIA TO ENGAGE WITH, AND CO-CREATE 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 expand online ‘communities of interest’
to facilitate wider community engagement and
participation.
X X X
? Ongoing management of Your Say Adelaide
website (annual licence)
x x x
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 maximise the
benefits of using the NBN to the public.
X X
20
Description of Projects and Actions
O
P
E
N
E
F
F
I
C
I
E
N
T
G
O
V
E
R
N
M
E
N
T
C
O
N
N
E
C
T
E
D
C
I
T
Y
E
M
P
O
W
E
R
E
D
C
O
M
M
U
N
I
T
I
E
S
New Value / Expected
Benefits
Approved Funding for 2014/15
Budget
($ ‘000s)
Priority
Budget
Type
Business
Owner
? Continue to provide public access to digital
technology courses and add new courses to
meet community needs
x x
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, expansion of the digital
program and new Media Hub to enable film
production, music composition and mixing
x x
Empowered and more digital
savvy communities engaging
with digital technologies
-
No funding
required
H
N/A
City
Community
? Expand 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
x x
Sharing, expansion and
enrichment of Adelaide
historical collection through
further community contributions
15
(Keith
Sheridan
Bequest)
H EXTERNAL
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.
X
? Expand facilities and provision of maker
sessions to include business programs,
programming for kids, robotics, usage of 3D
printing pens and other new technologies
x
Providing the community with
opportunities to discover,
explore and learn new and
leading edge technologies not
otherwise accessible
-
No funding
required
L N/A
City
Community
21
Description of Projects and Actions
O
P
E
N
E
F
F
I
C
I
E
N
T
G
O
V
E
R
N
M
E
N
T
C
O
N
N
E
C
T
E
D
C
I
T
Y
E
M
P
O
W
E
R
E
D
C
O
M
M
U
N
I
T
I
E
S
New Value / Expected
Benefits
Approved Funding for 2014/15
Budget
($ ‘000s)
Priority
Budget
Type
Business
Owner
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.
X
? Continue to provide digital technology support
and education to Council residents through
volunteer led buddy program
x x x
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
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. Benefits 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 Business Plan and budget processes.
The Digital Strategy governance structure is outlined in Figure 1 below.
Figure 1. Governance structure
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.
Council
ELG
DS Steering
Group
DS Project
(Program)
DS Project
(Program)
DS Project
(Program)
DS Co-ordinator
(ICT)
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 Co-ordinator 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 re-evaluation 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
Decision
Number
TRIM Reference Related
Policy
Documents
Ver 0.1 19/03/13 Draft for F&CG
Committee endorsement
ACC2013/31486 Digital
Strategy
2012-16
Ver 1.0 26/03/13 Approved by Council
Ver 1.1 20/08/13 Updated for 2013-14 for
F&CG Committee
endorsement
ACC2013/133476
Ver 2.0 27/08/13 Approved by Council
Ver 2.1 16/09/14 Updated for 2014-15 for
F&CG Committee
endorsement
ACC2014/153381
Ver 3.0 23/09/14 Approved by Council
doc_376720204.pdf