AR 2015-16 Operational 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 October 2016, DHHS began its migration onto 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. It comprises three groups, each run by a manager responsible for service teams. The groups are:

  • Infrastructure Services
  • Workplace and Business Applications Services
  • Service Management and Project Delivery Services.

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 Management and Project Delivery Services 

The Service Management and Project Delivery Services group is responsible for:

  • 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 and integration services - controls service introduction, change and decommissioning, and improves and integrates CenITex functions, services and processes
  • Project planning, design and project delivery services - planning and design services, and project management and governance for all CenITex projects.

Project Management Office
2015-16 saw a significant increase in internal and customer project activity, much of which was executed in the latter half of the financial year. The original forecast was $32 million in project funding with a labour component of $15.5 million across both internal and customer portfolios. Due to increased demand, over the year, CenITex delivered total internal and customer project activity well ahead of forecast, to a value of about $41 million, with a labour component of about $17.5 million. 

During 2015-16 CenITex opened a total of 628 customer projects valued at $33.2 million. Of these, 173 were major projects valued at $28.4 million and 455 were minor projects valued at $4.8 million. 

A major recruitment drive targeting 46 new project-funded resources was successfully undertaken in the second half of 2015-16 to allow CenITex to keep up with project demand. 

IT Service Centre performance, period ending 30 June 2016 
The CenITex IT 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. From July 2015 to June 2016, the Service Centre has consistently exceeded its SLA.

Chart 2 – Service Request and faults fixed within 2 hours 2015-16 

Chart 2 – Service Request and faults fixed within 2 hours 2015-16

The Service Centre aims to answer support calls within 30 seconds. Chart 3 shows that from July 2015 to June 2016, the Service Centre met its SLA in seven out of 12 months.

  • Chart 3 – Service Centre calls answered within 30 seconds 2015-16

6.2 Customer Engagement

The Customer Engagement team builds and manages relationships with customers by acting as the interface between our organisations. The area's primary responsibility is the fast and effective turnaround of service options and pricing proposals, translating business strategies and needs into solutions. 

Customer Engagement maintains customer account teams made up of subject matter experts in:

  • account management
  • service management
  • solutions consulting.

Each account management team works with their customers to build a relationship based on a mutual understanding of customer and business requirements to be communicated and championed within CenITex. 

The customer account teams are responsible for:

  • preparing account plans to identify new demand and customer business goals;
  • ensuring customers receive the right services on time and on budget;
  • engagement and communication with customers; and,
  • technical advice and proposal development.
  • emergency management of planned events such as fire season, overseas trade missions and state elections
  • emergency management of unplanned events such as locust plagues, floods and major fires.

Achievements

  • On-site customer support - placed permanent support engineers on-site in the Nicholson Street, Macarthur Street and Exhibition Street offices to support DTF, DPC, DEDJTR and DELWP staff and ministerial offices.
  • Customer satisfaction survey - managed the roll out of the survey, the briefing of customers on the findings and the development of action plans for individual customers to address opportunities and issues identified in the findings.
  • Customer proposals – completed an initiative to improve the speed of production of customer proposals.
  • Disaster recovery (DR) testing – completed the annual DR test of IT services for DPC and DTF with learnings fed into the CenITex IT Disaster Response Framework.
  • Fire season – maintained heightened ICT support for DELWP emergency responses during the Victorian fire season.

6.3 Strategy and Business Coordination

The Strategy and Business Coordination team has specific accountability for:

  • facilitating the setting of strategic direction across CenITex
  • monitoring CenITex investments in alignment with the corporate plan
  • 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
  • managing the internal and external audit program
  • 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
  • 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

Achievements
During the year, Strategy and Business Coordination:

  • established a Strategic Portfolio Office to govern CenITex investments in alignment with the corporate plan
  • developed and published a new information security framework and security classification and handling framework aligned to government data protection standards.
  • developed a Customer Billing Application (as a deliverable of the strategic project to review billing application) to automate most of the source inputs for billing reporting and reduce the number of manual steps, increasing accuracy and analysis of information for revenue collection, planning and forecasting.
  • introduced a quarterly performance reporting dashboard for the Victorian Secretaries Board.
  • produced a three-year Customer Services Roadmap.
  • worked with the Department of Health and Human Services to transition the department onto Customer Service Catalogue services from 1 July 2017.

6.4 Human Resources

The key areas of focus for Human Resources are:

  • 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.

Achievements
During the year, Human Resources:

  • introduced HR business partnering to actively support managers and team leaders deploy people strategic initiatives.
  • conducted a staff alignment and engagement survey, including supporting the rollout and communication of results and team action planning
  • building customer centric capability through programs including: Knowledge Leader, Professional Presentations, Agile, Lean including Problem Solving and Root Cause Analysis and Internal Consulting Skills. Training was delivered for Levels 1 support, with a levels 2 and 3 program internally developed and to be rolled out in 2016/17.
  • refreshed the Women in CenITex Network program with a new committee and a continued focus on the original objective to facilitate a range of networking and development opportunities aimed at supporting the careers of women in the organisation.
  • developed an Internship program and recruited interns who will join CenITex in July 2016
  • revisited the Graduate Program and designed a new program and recruitment process for Graduates to join in early 2017
  • ran the Mind Body Life Wellbeing Program to encourage staff to be proactive in managing their own wellbeing
  • refreshed the Health & Safety Committee by broadening its membership to ensure a strong representation from Service Operations. The new committee focussed on a review of the OHS Policy and the development of an OHS central risk register.

6.5 Finance Services

The Finance Services function manages:

  • budgeting and financial aspects of the CenITex business plan
  • financial control
  • project portfolio reporting
  • management accounting
  • cash management and forecasting
  • corporate taxation
  • procurement of goods and services
  • compliance with the Victorian Government Purchasing Board’s (VGPB) policies and guidelines.

Achievements
During the year, Finance Services achieved the following:

  • conducted a comprehensive cost review of all GSP services which were independently benchmarked to the market. This led to development of a new cost model that enabled the unbundling of services to be more market-facing. As a consequence, CenITex committed to a year-on-year savings of $5m off existing base GSP services for the next three years
  • improved CenITex’s overall asset management processes in conjunction with Service Operations, including an enhanced Configuration Management Database that integrates with the Fixed Asset Register, improved the quality of asset data, and enhanced asset management governance
  • managed working capital by reducing aged debtors from 54 per cent to 11 per cent
  • 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 finalisation of WoVG extension of the Microsoft enterprise licence agreements including the Azure product range
  • completed 769 procurement transactions, resulting in the initiation of 809 purchase orders valued at a total of $148.1 million. This represented a 42 per cent increase in all procurement events and a fivefold increase in new sourcing.