AR 2014-15: 6. Our Performance

 6.1 Service Operations

Victorian Government ICT operates across three infrastructure platforms: The Government Shared Platform (GSP) was developed as part of a Government Efficient Technology Services (ETS) program of works that now hosts the departments of Economic Development, Jobs, Transport and Resources (DEDJTR), Environment, Land, Water and Planning (DELWP), Treasury and Finance (DTF), and Premier and Cabinet (DPC). The departments of Justice and Regulation (DJR) and Health and Human Services (DHHS) are supported on two legacy infrastructure platforms. In April 2015, DHHS agreed to migrate to the GSP.

The GSP is a modern ICT platform distributed across two enterprise grade data centres via a Multiprotocol Label Switching (MPLS) network that delivers high degrees of service availability and cost efficiencies. Operating under the Information Technology Infrastructure Library (ITIL) service management processes, it also utilises state-of-the-art alerting and monitoring systems to support the delivery of business application hosting and physical or virtual workplaces to customers.

Service Operations manages day-to-day operational support for these platforms and CenITex customers and our staff.

Following an internal reorganisation in July 2014, Service Operations now comprises three groups, each run by a manager responsible for service teams. The groups are:

  • Infrastructure Services
  • Workplace and Business Applications
  • Service Transition and Improvement Services.

In addition, the Project Delivery and Architecture group was integrated into Service Operations and its Project Delivery and Project Management Office services became part of the Service Transition and Improvement Services group.

6.1.1 Infrastructure Services

Infrastructure Services makes up the backbone of CenITex’s IT provisioning, and includes:

  • Data centre facilities – management and maintenance of data centres in operation across Victoria
  • Network services – 24/7 management of the GSP
  • Security operations – information security services ranging from managing and implementing operational security policy to monitoring intrusion and prevention
  • Server and OS services – installation and upkeep of CenITex supported operating systems, Active Directory infrastructure and virtualisation environments
  • Storage and backup services – performance and capacity based storage at data centres.

6.1.2 Workplace and Business Applications Services

The Workplace and Business Applications Services group delivers the customer facing services of the end user workplace and the hosting of business unit applications. The group is responsible for: 

  • Business application services – business applications and application platforms, database administration and support services
  • Groupware services – second and third level support for Lotus Notes, Domino systems and other related systems and mobility services
  • Identity and access management services – second and third level support services for user identity and access management systems for computer desktop, email, shared network drives and business applications
  • IT Service Centre – level one support for IT incidents and requests and users security support
  • Workplace technology services – second level desktop support for desktops and printers, installing and removing desktop software, resolving hardware and software faults, network patching, desktop support during state emergencies, Citrix technology platform support, System Centre service delivery, virtual desktop services, desktop systems development, application packaging and project services.

6.1.3 Service Transition and Improvement Services

 Service transition and improvement services include: 

  • Monitoring and automation – comprehensive and systematic monitoring and management of CenITex’s service delivery and production infrastructure
  • Operational risk and emergency services – operational risk management and mitigation through a risk register, emergency response activities in the event of disasters and other significant events, and compliance with relevant laws, regulations, standards and codes
  • Service transition – controls service introduction, change and decommissioning, ensuring requirements are reached through the delivery of services
  • Service planning and improvement – capability to deliver services to customer departments and improve reporting abilities
  • Project delivery and Project Management Office – Project delivery provides project management services and performs Program Director functions for our customer projects; Project Management Office services include project methodology and governance services aligned to the strategic business investment model.

6.2 Customer Engagement

The Customer Engagement team manages and nurtures relationships with customers in a manner tailored for each organisation. Customer Engagement has the following functions:

  • account management incorporating service management and solutions consulting
  • service strategy and service portfolio management
  • service development
  • enterprise architecture.

 6.3 Highlights and Achievements

The following is a consolidation of highlights and achievements in FY 2014-15 from Service Operations and Customer Engagement.

  • Project Management Office – 531 customer projects to a total value of $18.3 million were opened during the year. Of those, 204 were larger projects to a value of $14.3 million and 327 were minor projects to a value of $4 million.
  • Windows 7 upgrades – completed the deployment of Windows 7 to the GSP for 1400 users across DTPLI, DSDBI and VicForests in Melbourne and regional offices.
  • DJR and CSV Oracle Financials upgrade – completed an 18-month project to refresh 40 servers within DJR and CSV and cutover of their shared Oracle Financials system to the new platform. The refresh involved a revised storage architecture for the disaster recovery (DR) replication and migration of a new DR capability.
  • Fire season preparation – delivered the natural disaster application prior to start of the fire season (and ahead of schedule) following an escalated request from DTF.
  • Self-service password reset (SSPR) – rolled out SSPR to DEPI, DEDJTR, DPC, and the Victorian Ombudsman, and Network SSPR to DTF.
  • TRIM upgrade – completed a document management upgrade to the latest version of TRIM (7.2) for 1600 desktops across the DTPLI, PTV and TSC, plus a further 600 users in Land Victoria and the former Department of Planning and Community Development.
  • Citrix upgrade – upgraded the Citrix Access Gateway, Lotus Notes email servers and TRIM for the Office of the Chief Parliamentary Counsel
  • Web content filtering – successfully deployed web content filtering software to DTPLI.
  • Windows 8.1 uplift – upgraded CenITex staff to Windows 8.1 and Lotus Notes 9.0.
  • Monitoring and automation – added service modelling, end user monitoring and dashboard reporting tools to improve ICT monitoring, intelligence gathering and decision-making capabilities on the GSP.
  • Disaster recovery – completed a disaster recovery response framework.
  • High severity incidents – process changes by the Incident Management team improved the response to high severity incidents.
  • Cyber security – participated in the Digital Government Cyber Security Exercise to review departmental and agency response capability to cyber threats.
  • Security incidents – deployed new technologies such as McAfee spam quarantine and self-service spam control improvements to help combat the increase in the frequency and sophistication of malicious email campaigns targeting customer departments.

 Service desk performance, period ending 30 June 2015

Service SLA Jul-14  Aug-14  Sep-14  Oct-14  Nov-14  Dec-14  Jan-15  Feb-15  Mar-15  Apr-15  May-15  Jun-15
Total number of  contacts*   20,143  16,828  18,504  19,017  15,906  20,431  18,081  19,404  19,736  16,780  16,640  18,268
 Calls answered in 30 seconds (%) 90 90.88  93.20  96.63  93.76  92.08  89.78  81.98   78.90  77.97  83.55  92.56 86.27
Fixed within 2 hours (%) 30 85.67  87.77  87.31  86.40  88.26  88.16   89.09   89.91   89.74   87.70  89.84



SLA = Service Level Agreement.
* = Number of customer contacts to Service Desk doesn’t include DHHS which are tracked by a non-integrated system.

The CenITex Service Centre supports customers with standard and premium service levels. Common to all customer service level agreements (SLAs) is the ability to answer and resolve customer service requests and reported faults quickly. 

Chart 2 shows CenITex’s performance in fixing service requests and faults within two hours. Over the past year, the Service Centre has consistently exceeded its SLA.

Chart 2 – Service Request and faults fixed within 2 hours 2014-15
Chart 2 – Service Request and faults fixed within 2 hours 2014-15


To respond to customers promptly, the Service Centre aims to answer support calls within 30 seconds. Chart 3 shows that from December 2014 to April 2015, the Service Centre did not meet its SLA. An increase in calls resulting from the transition of State Government in December 2014, and the Machinery of Government changes announced in January 2015, combined with short staffing during this period, reduced the Service Centre’s ability to answer 90 per cent of calls within 30 seconds. 

Chart 3 – Service Centre calls answered within 30 seconds 2014-15
Chart 3 – Service Centre calls answered within 30 seconds 2014-15

 6.4 Strategy Coordination

The Strategy Coordination team is responsible for the functions of:

  • corporate strategy
  • reporting
  • corporate communications
  • legal
  • risk management
  • information management and security. 

The team has specific accountability for:

  • facilitating the setting of direction across CenITex.
  • ensuring alignment of objectives and priorities throughout CenITex
  • providing counsel to CenITex on legal and compliance matters
  • delivering a robust risk management program that addresses both enterprise and operational risk profiles with agreed mitigation strategies
  • ensuring that effective communications strategies are deployed throughout the business in support of strategic outcomes and operational business practices
  • coordinating board and management performance reporting
  • providing advice and assisting with the development of options through analysis and research
  • managing Freedom of Information requests, Privacy and Protected Disclosure (whistleblower) processes
  • fostering an environment that supports effective governance via transparency and clarity of accountabilities throughout the business.

Highlights and achievements

During the year, Strategy Coordination:

  • developed the CenITex Corporate/Business Plan for 2015–16 to 2016–17
  • contributed as team members to Program Atlas in the areas of:
    • program management
    • strategic, legal and risk management advice
    • daily management of key third-party arrangements, such as the commercial advisers
    • management of due diligence during the Expression of Interest and Collaborative Dialogue process
    • strategic communications.
  • supported and delivered major corporate publications, including the CenITex Annual Report 2013–14
  • maintained social media tools for internal communications and delivered six CenITex-wide online interactive live chat forums
  • completed a project to review and update all CenITex web content to meet government website accessibility guidelines level AA
  • published the following major internal and external publications:
    1. CenITex Update: 48 weekly online information updates from the Chief Executive
    2. CenITex Notes: 12 issues of an online staff newsletter.
  • developed and implemented a security risk management framework to inform CenITex Board and Audit and Risk Committee of the status of security risk and compliance issues
  • conducted technical security assessment including penetration tests and social engineering tests to inform technical managers and enable risk mitigation actions
  • completed design and development of a Critical Knowledge Catalogue to enable location and discovery of vital documentation and subject matter experts holding critical CenITex information
  • ensured all registers under the responsibility of Legal Counsel, including Conflict of Interests Register and Probity Register, were kept up-to-date
  • provided support to the CenITex Board and Audit and Risk Committee to facilitate delivery of specific briefs for analysis and decision making
  • coordinated the performance of a centralised IT service assurance assessment covering the service aspects of the CenITex environment for customers’ nominated applications
  • continued to enhance CenITex project management and time recording system.

6.5 Human Resources

The key areas of focus for Human Resources are:

  • strategic people planning
  • organisational development, including values and culture
  • capability development, including learning and development, management and leadership development
  • workforce planning, recruitment and staff movement
  • performance, reward and recognition
  • occupational health and safety, and employee wellbeing
  • people management policies and procedures
  • payroll
  • employee relations.

Highlights and achievements

During the year, Human Resources:

  • conducted Managing Change workshops from September to December 2014 to ensure effective management of the change program and help managers to communicate effectively with their teams during the change. The workshops were attended by 95 per cent of managers and 72 per cent of staff
  • developed and implemented a retention and engagement strategy as part of Program Atlas. A key element of the strategy involved implementing the Managing Your Career program, which included a series of workshops and initiatives such as Planning Your Career and Motivated Skills and Networking. The strategy resulted in a voluntary annual attrition rate of 9.2 per cent.
  • rolled out a new, cost-effective HR/payroll employee self-service system (ESS), HR21, to replace the previous BMS ESS system. The new system will deliver cost savings of $500,000 per annum and ensure much stronger reporting
  • implemented the Resource Initiative 2014, which had commenced in June 2014, to reduce the CenITex workforce by 47 FTE
  • 65 people were converted from fixed-term contracts to ongoing positions. This followed a review examining the implications of fixed-term contracts being rolled over for lengthy periods due to uncertainty about the future of the organisation
  • maintained the Women in CenITex Network program throughout the year to provide networking opportunities for staff
  • ran a Mind Body Life Wellbeing Program to encourage staff to be proactive in managing their own wellbeing. The program included a range of lunchtime activities such as an Amazing Race team challenge, yoga, mental wellbeing sessions and healthy eating.


6.6 Finance Services 

Finance Services has responsibility for:

  • budgeting and financial aspects of the business plan
  • financial control
  • project portfolio reporting
  • management accounting
  • accommodation.

Highlights and achievements

During the year, Finance Services achieved the following outcomes:

  • improved CenITex cash holdings to remain consistently above its KPI threshold through changed invoicing policy and ensuring payment to terms
  • continued to improve liquidity and working capital through reducing aged debtors to $1 million in FY 14/15 from $3 million the previous fiscal year
  • further strengthened the end-to-end process for invoicing, resulting in more effective cash management
  • reformulated the 2015-16 Budget responding quickly to a change in government strategy which discontinued the proposed outsourcing of CenITex services to external vendors
  • improved revenue forecasting through stronger collaboration with CenITex Customer Engagement
  • changed invoicing policy which resulted in reduced FTE efforts in accounts receivable and enabled a redirection of resources to more productive uses
  • proactively engaged in the outsourcing of CenITex’s payroll function to achieve significant cost savings
  • met all regulatory reporting and compliance requirements to government and the Board, including management of VAGO on its Annual Financial Report
  • successfully managed all internal control reviews, demonstrating strong controls
  • successfully sublet excess accommodation capacity at 80 Collins Street.


6.7 Procurement Services

 Procurement Services role is to:

  • facilitate quote and tender processes
  • conduct evaluations and selections
  • facilitate procurement approval records and variations
  • support contracting arrangements
  • be the primary procurer of all CenITex’s material needs
  • ensure compliance with the Victorian Government Purchasing Board’s (VGPB) policies and guidelines.

Highlights and achievements

During the year, Procurement Services:

  • was approved to transition to the new VGPB supply policies, having met all the mandatory requirements
  • published the CenITex Annual Procurement Activity Plan 
  • produced and updated category plans that identified savings opportunities through contract aggregation or product substitution and economic benefits were realised and captured through internal reporting mechanisms
  • supported, via the strategic supplier team, the WoVG extension of the Microsoft enterprise licence agreements and the IBM enterprise licence agreement
  • continued to introduce business practices and management controls aimed at decreasing the volume of non-compliant transactions
  • supported the migration of the CenITex finance system and introduced a new contract register
  • responded to and supported multiple vendor software compliance audits
  • completed 537 procurement transactions, resulting in the initiation of 626 purchase orders valued at a total of $91 million.