ENTERPRISE October 20043] a project to develop ‘Enterprise Content Management’. There are currently 18 different systems used to manage almost half a million web pages on Victorian

ENTERPRISE

October 2004

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Introduction Patrick HannanMaking sense of the money we spend on ICT Terry Wright

Departmental projectsClient Service Model Strategic Project Laurie BebbingtonConnect George LiacosElectronic Grants Management System (DVC eGrants) Marc ScharpenackHealthSMART—Victoria’s Whole-of-Health ICT Strategy Fiona WilsonHousing Integrated Information Program—HiiP Ray BairdIntegrated web measurement and demographic profiling Cheryl Hardyof Victorian Government websitesMedications Management Project Fiona WilsonVicroads IT Outsourcing Project John McNallyVictorian Electronic Records Strategy—VERS Howard QuenaultWeb Content Management System Ian M. Hooke

Completed projectse-Ministerials System Paul McGeeLogical Data Model for Privacy and Consent Tom SutherlandRevenue Management, eBusiness, and VoIP projects Philip DunlopTelephone and Information Reception Service—TIRS Chris Carter

Editorial information

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This is the first edition of the Office of the Chief Information Officer’s e-magazineon significant ICT projects in Victoriangovernment. We’ve called it ‘ENTERPRISE’in order to emphasise the whole ofVictorian government perspective it brings to the discussion of ICT.

ENTERPRISE will focus on ICT projectsthat are being implemented now ingovernment agencies in Victoria. Therewill also be reports on projects that havealready been completed. The current

and historical information make a pictureof changes that have happened and arehappening throughout the wholeenterprise of government in Victoria.ENTERPRISE will be published on theOffice of the CIO web site, along withregular reports on the progress ofprojects we are developing.

This first edition contains a short articleby Terry Wright about the Office of theCIO’s new ICTbusiness case guidelines.It is an introduction to the role this office

now performs providing ICT projectinvestment advice to government.

Introduction

RECENT DEVELOPMENTS

The Office of the CIO has brought threemajor projects very near toimplementation and responsibility forthem will soon be transferred to Victoria’sChief Technology Officer. They are:

1] a project to consolidate several majordata centres. There are currently inexcess of twenty-two data centresmanaged by Victorian governmentdepartments and agencies. Most are in the central business district ofMelbourne, paying premium overheadsand all with contingency for expansion.Data centres that were planned asseparate facilities for the Department ofJustice, the Department of Innovation,Industry and Regional Development andthe Department of Human Services, willnow be consolidated.

2] a project to centralise applicationhosting. Currently, application hosting is uncoordinated and dispersed acrossVictorian government departments andagencies. There are more than threehundred online systems operating within a fragmented infrastructure with morethan 160 servers employed internally and externally. Departments and agenciescurrently use more than fifty internetservice providers. The long-term aim of the Application Hosting Consolidation(AHC) project is to integrate theseapplication hosting environments withservers ideally spread across two sharedfacilities for all government departmentsand agencies.

3] a project to develop ‘EnterpriseContent Management’. There arecurrently 18 different systems used to manage almost half a million webpages on Victorian government web sites, and nine different records anddocument management systems. TheOffice of the CIO has developed a plan to standardise the products used forcontent management. Departments havehelped us to identify their participation/procurement time frames over the comingfour-to-five year period.

These three steps in improving sharedinfrastructure and resources are the basisupon which we will build the capacity forimproved service delivery.

Another important project that we havejust recently commenced is the HumanResources Management Systems Project,which will align the requirements of

several agencies that are currently activelyconsidering their needs in the HRMSarea. The aim here is to avoid the wastedeffort of having many agencies individuallydefining their own requirements andseparately going to market for solutions.Over time it is hoped that this continuingharmonisation of requirements will extendacross the whole of Victorian government.

Patrick Hannan

Chief Information Officer

Government of Victoria

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It is estimated the Victorian governmentspends over one billion dollars annually on information and communicationstechnologies (ICT). This figure has steadilyincreased over the past twenty years asdepartments exploit the capabilities of ICTto create efficiencies and improve the waygovernment operates. However, over thistime, there has been no globalunderstanding of where the money isspent and no consistency of decisionmaking as to how it is spent.

Making more sense of government’sICT spending was a primary reason forthe creation of the Office of the ChiefInformation Officer (CIO), to assist bothagencies and the Department ofTreasury and Finance in their ICTinvestment decision making. A furtherissue driving the need for better decisionmaking, was the common frustration ofIT managers that they were restricted intheir ability to drive transformationbecause the investment criteria for ICT

projects was restricted to ‘financialbenefits’ only.

Making sense of the money we spend on ICT

Lessons of the previous budget cycle

Late in 2003, the Office of the CIObecame involved in the 2004-2005budget cycle. The Office of the CIOprovided advice both to Government andto Treasury of the viability of individualproposals and the opportunities to usefunded projects to create whole-of-government infrastructure.

One of the significant outcomes of the2004-2005 process was the adoption ofan ICT Investment Evaluation frameworkthat, for the first time, recognised abroader set of potential benefits. Theseincluded both outcome benefits andenabling benefits as indicated in thefollowing diagram.

These investment guidelines alsoincluded a library of potential keyperformance indicators to support eachbenefit. However, in assisting thedepartments to use the new investmentevaluation framework, it became clearthat the quality of the underlying businesscases was poor. This, in turn, was havinga detrimental effect on decision makingand resulted in potentially good initiativesnot being funded.

Also during the previous budget cycle,the Office of the CIO commissionedindependent estimates of cost andduration for software acquisition projects.These estimates were fast to obtain,relatively inexpensive and proved to beeffective in testing both budgetary andtiming assumptions.

New ICT business case guidelines

To support the 2005-2006 budget cycle,The Office of the CIO has now developedICT business case guidelines. Theguidelines are intended as a set ofpractical tools to help in the developmentof robust business cases. They havebeen designed to provide value to allpotential investments, irrespective of thesize of the investment or the source of thefunds.

The new guidelines are available at theOffice of the CIO website. As a service todepartments and to assist in the furtherevolution of these guidelines, Office of theCIO is prepared to meet with the projectteams to provide context and guidanceon their use. Anyone wishing to use thissupport should contact [email protected]

Re-invent the wheel… not any more

Due to the fragmented nature in whichICT has been adopted across government,there are now some immediate and largeopportunities for departments to sharewhat has already been developed. Thereis also the need for departments todevelop new capability in a way that other departments can use it in the future. To this end, the Office of the CIOis positioning itself so it is aware of whatinfrastructure currently exists acrossgovernment so it understands what newcapability is being contemplated oractually built.

It is therefore in everyone’s interest thatduring the contemplation stage of anydevelopment the Office of the CIO is madeaware of the perceived need.

—Terry Wright

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Benefit Category

Outcome Benefits

ServiceEnhancementServiceEnhancement

FinancialFinancial

Economic DevelopmentEconomic Development

Social CapitalSocial Capital

Benefit Type

New Services

ResponsivenessResponsiveness

IntegrationIntegration

QualityQuality

ConvenienceConvenience

EquityEquity

Reduced Cost For Service UsersReduced Cost For Service Users

Reduced Cost/Increased Productivity For GovernmentReduced Cost/Increased Productivity For Government

Increased Government RevenueIncreased Government Revenue

Participate in Community LifeParticipate in Community Life

Confidence in Key InstitutionsConfidence in Key Institutions

People to turn to for SupportPeople to turn to for Support

Increased Ability to Attract New Business and InvestmentIncreased Ability to Attract New Business and Investment

Better Infrastructure for Business Development Better Infrastructure for Business Development

Benefit Category

Enabling Benefits

Systems ImprovementSystems Improvement

OrganisationImprovementOrganisationImprovement

Human ResourceDevelopmentHuman ResourceDevelopment

Benefit Type

Appropriate Capacity

Increased IntegrationIncreased Integration

Increased FunctionalityIncreased Functionality

Cross Agency ProcessesCross Agency Processes

Aligned AccountabilitiesAligned Accountabilities

Greater Collaboration Across DepartmentsGreater Collaboration Across Departments

Commitment to eGovernment StrategyCommitment to eGovernment Strategy

Improved Technology SkillsImproved Technology Skills

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ENTERPRISE is not acomprehensive overview ofall ICT projects in Victoria.The editorial board selectsand tracks significantprojects from across allgovernment agencies in Victoria.

Departmental projects

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Victorians who use the services of the Departmentof Human Services often have a relationship withseveral different areas of the departmentsimultaneously. At any one time, Community Care,Disability Services, Housing and School NursingServices may be providing assistance to one personor several members of one family.

The Client Service Model Strategic Project willidentify ways in which the department can improveits services to clients through strengthening shared

knowledge, systems and resources. The project willimprove the department’s reception of members ofthe public across the state, provide a mechanism forsharing client information across program areas, andprovide or replace business-critical client informationand case management systems for CommunityCare, Disability Services and the agencies workingwith them.

The Client Service Model Strategic Project has fourcomponent parts:

Department of Human Services Transformative

Client Service Model Strategic Project

Client Service Model: Defines howcommon factors in different parts of thedepartment that provide services toclients will lead to recommendationsabout how the department should bettermanage relationships with its clients.

Status Draft Final Report complete.

Front End Contact: This project willimprove the ability of reception staffacross the whole department to answerenquiries from clients and members of the Victorian public. Client surveysindicate that quality staff is the key driverof client satisfaction at reception. A newinformation system, staff training, andimproving business processes will driveimprovements.

Status A Client Service Charter waslaunched November 2003. New trainingand development standards, standardoperating hours, and more effective workinteractions are being implemented. Front End Information System is indevelopment.

Common Client Layer: Will enablesharing of some information aboutcommon clients between caseworkersacross Human Services’ businesses toensure that services are coordinatedeffectively for each client.

Status Project is in the systems integrationtesting stage. User Acceptance Testingwill be completed by end 2004.

Client Relationship InformationSystem (CRIS): A new client informationand case management system replacingexisting outdated systems for childprotection, juvenile justice, and disabilityservices and, for the first time, providing asystem to early childhood interventionservices and non-governmentorganisations in the Community Care andDisability Services sector.

Status Project is in the systems integrationtesting stage. User Acceptance Testingwill be completed by end 2004.

Completion May 2006 (Rolloutcommences 2005.)

Significance This project is developingbusiness systems critical for effectiveclient care.

Project team Project Director: Laurie Bebbington,[email protected].

Suppliers: a consortium comprisingBearing Point, PeopleSoft and TIBCO.

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The Department of Premier and Cabinet has twoprincipal business systems, CabNet and theLegislative Document Management System (LDMS).CabNet manages Cabinet documents andinformation. LDMS manages documents relating tolegislation. Connect replaces both of these with newprocesses and technologies that will improveCabinet supervision of its decisions, and the qualityand timeliness of information sent to Cabinet fromacross government.

Department of Premier and Cabinet Transformative

Connect

Status Solution selected (integration ofEnterprise level Portal, ContentManagement, Workflow Management andMiddleware products). Functionalspecification and process innovation isunderway.

Completion Second quarter of 2005

Significance Connect will manage about80 per cent of the policy and legislationlifecycle, firstly within DPC and Parliamentand then extending across Victoriangovernment, improving the quality andtimeliness of Cabinet information throughbetter processes and on-line consultationand coordination, whilst greatly improvingCabinet’s supervision and implementationof its decisions.

Project team Program Manager: George Liacos,[email protected], tel. 9651 0853.

Project Owner: Barbara Poland,[email protected].

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The establishment of the Department for VictorianCommunities combines the Grant management offorty-eight programs across fifteen business units.It totals some $400million of grant funding into thecommunity. The department plans to standardisethe administration processes and documentationacross all grant programs and implement anElectronic Grant Management System (DVCeGrants). DVC eGrants will be a single, sharedsystem and available online. It will support all

aspects of the grant management life cycle with the objective of providing a more rigorous, effectiveand economical approach to grant delivery. It is also proposed that the system will have a whole of government interoperability with the capacity tobe rolled out across other departments.

Department for Victorian Communities Transformative

Electronic Grants Management System (DVC eGrants)

Status DVC has implemented an EGMSprototype that will verify DVC grantmanagement processes and consolidatethe Departments Grant data. A tender for the eGrants application developmentis planned to be released in December2004. The DVC project team is currentlyverifying business requirements andplanning the project delivery. The office of the CIO is in the process of discoveringenterprise-wide eGrants requirements.

Significance The Department for VictorianCommunities represents the Victoriangovernment’s determination to delivergovernment services in a way thatsupports and strengthens communitiesacross Victoria, reflecting thegovernment’s commitments in GrowingVictoria Together. To be successful,policies and the services that flow fromgovernment need to be accessible andflexible in meeting the needs ofcommunity members and responsive to local conditions. The integrated grantmanagement approach to planning,funding and delivering services providedby DVC eGrants is a key in delivering thisobjective.

Completion April 2006

Project team Project manager: Marc Scharpenack,[email protected], tel. 9208-3707.Suppliers: eGrants software developmentwill be completed by a successful vendorafter a comprehensive public tenderprocess. DOI as DVC’s IT service providerwill host the eGrants application.

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HealthSMART is a four-year program that will • replace obsolete unsupported core applications

with capable industry-standard products• introduce new systems capable of supporting

the transformation of health care• refresh and develop ICT infrastructure, and• deliver ICT services through shared resources using

accredited products.

It is being delivered through three major projectstreams—Clinical Systems, Patient and ClientManagement Systems, and Resource ManagementSystems—and is supported by Systems Integration,Shared ICT Services, and Program ManagementOffice teams.

HealthSMART emphasises partnership withhealthcare agencies to deliver initiatives andoutcomes, and has a strong focus on effectivegovernance.

Department of Human Services Shared Service+Common Standards+Transformative

HealthSMART—Victoria’s Whole-of-Health ICT Strategy

Status Approved and funded program($323.5million over four years).

Board of Health Information Systems and Office of Health Information Systemsestablished by Department of HumanServices.

First contract for core applicationreplacement signed with Oracle for a newFinancial and Supply ManagementInformation System. Planning ubderwayfor initial implementations in three leadagencies – Eastern, Peninsula andBendigo.

RFT for replacement Patient and ClientAdministration Systems released to themarketplace after completion of asuccessful Gateway review.

Completion Implementation of thestrategy over the four years 2003-04 to2006-07.

Significance HealthSMART will increasethe quality and safety of care and improveoutcomes, develop more consumer-oriented health care, increase theefficiency of health care provision,improve the management and use ofresources, and attract, retain and supporta highly skilled workforce through thestrategic application of information andcommunication technology.

Project team Director, Office of HealthInformation Systems: Fiona Wilson,[email protected], tel. 9616-2787.Manager, Clinical Systems: Patrick Burnett,[email protected], tel. 9616-2813.Manager, Patient and Client ManagementSystems: Anthony Bibby,[email protected], tel. 9616-2808.Manager, Technical Services: Hal Pringle,[email protected], tel. 9616-2160Manager, Resource Systems Kevin McGregor,[email protected],tel. 9616-2789, Manager, Program Management Office,Norma Fredrickson,[email protected],tel. 9616-2690.

Comments Website:http://www.health.vic.gov.au/healthsmart/Email enquiries:[email protected]@dhs.vic.gov.au.

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http://www.health.vic.gov.au/healthsmart/




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The Department of Human Services’ Office ofHousing (OoH) provides public housing to Victoriansin need. The OoH is also responsible for maintainingthe department’s housing properties, managingrepairs, and collecting rents from tenants. There arecurrently separate systems tracking these functions.The Housing Integrated Information Program willreplace these systems and will also incorporate a

broad range of current technologies including mobiledevices, graphical tools, workflow and flexiblereporting.


Housing Integrated Information Program—HiiP

Stage One ‘Housing repairs’—managesthe complete property repair cycle fromTenant requests for maintenance throughto resolution and payment of contractors.

Stage Two ‘Asset planning and projectand contract management’—provides theend-to-end capability to manage both theexisting and future property asset base.

Stage Three ‘Housing rents andestates’—is fully integrated to facilitate theeffective management of all aspects ofrent setting, rental rebates, accountmanagement, arrears recovery inaccordance with government policies andpractices;

Stage Four ‘Housing needs/WaitingLists Management and Allocations’—willsupport the management of housingapplications and allocations ofgovernment housing. The system recordsapplicant provided data and, based oneligibility rules, provides information fordecisions on an applicants’ approval. Theapplication will also manage the wait listand link people to available properties.

Status The Housing Integrated InformationProgram is a staged implementation thatwill progressively deliver increasingbenefits to Office of Housing employeesand their client base.

Significance The Housing IntegratedInformation Program will significantlyreduce the administrative burden on theDepartment by providing it with easieraccess to information for improveddecision-making and increasedproductivity. Specifically, the solution willenable the department to:

• more easily adapt the system to meetnew policy initiatives

• improve asset planning and propertyutilisation

• assist in the control of propertymaintenance

• link with other government services.Benefits for clients will include:

• improved decision-making will meangreater capacity for proactiveinterventions

• there will be no duplication of clientdetails, providing a more streamlinedservice, and less confusion with clientrecords

• common waitlist and assessmentmethods, will enhance access to Housingservices for clients

• the ability to create contract and lettertemplates centrally and locally willfacilitate easier communication with non-English speaking clients.

Completion 2006

Project team Project Director: Ray Baird,[email protected]: Anite International Pty Ltd.

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Market research to profile the users of Victoriangovernment websites, find out which sites they visitand how often. Up to 200 government websites areparticipating in the project. The data sought from theonline survey is being used to build a demographicprofile of visitors to government websites. Theresults will tell us type of information visitors want,and what sites they visit over a period time. This will

enable the government to target information andservices more accurately to the people looking forthem. Data will be collected for 18 months.

Office of the Chief Technology Officer Shared Service

Integrated web measurement and demographic profiling of Victorian Government websites

Status By 20 August, 495,342 invitationshad been issued and 146,386 surveyscompleted. There has been a 29 per centresponse rate to the survey.

Completion The survey period willcontinue until May 2005. The pilot projectinitially incorporated 100 websites andfinished March 2004. The full project hasnow been extended to incorporate up to200 inner budget websites until the endof May 2005.

Significance It is first time we havecoupled a close to whole of governmentpicture of website activity with continuousdemographic profiling of website users.

Project team Project Manager: Cheryl Hardy,[email protected]: Deloitte Touche Tohmatsu,Nielsen NetRatings.

Comments Agencies have expressed aninterest in the ongoing centralised fundingof this project past end of May 2005.

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Most surveys were completed by peopleaged between 16 and 35—46.63 per cent

Majority of respondents are from metroMelbourne—64.3 per cent

Significant use of government web sitescomes from within the government,Health and Education combinedsectors—38 per cent

8.43 per cent of Victorian rural andregional users of government web sitesstill use a 56k modem or slower



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The aim of the Medications Management Project isto develop ways for computers to be used to createclarity and consistency in prescribing and to minimisethe chance of error in administering medications. The technology will help prevent doctors prescribingdrugs that conflict with a patient’s existing drugregimen, and will allow them to look up informationabout a patient’s known allergic reactions. It willinclude an automated dispensing project to assistpharmacists. Nurses will also benefit from the project

with the development of a computerised system totrack patient medications. Originally announced inOctober 2002 as ‘ePrescribing’, this project hasbeen incorporated into HealthSMART—Victoria’sWhole-of-Health ICT Strategy.

The Medications Management project will result inautomation of current medication prescribing andadministration processes which are currently manualand paper-based.


Medications Management Project

Status The project is receiving part fundingthrough the Science Technology andInnovation Initiative from DIIRD and is inits initiation stage. A project team andsteering committee to oversee the projecthave been established. An RFT forClinical Systems is nearly completion and is expected to be released to themarketplace during the last quarter 2004.

Completion 2007 (This project is fundedover the full period of implementation ofthe HealthSMART Strategy.)

Significance The project is significant inits potential to be a catalyst for changewithin the Victorian Public Health System.Medication therapy is a common elementin the majority of episodes of care, andimprovements offer opportunities forqualitative and quantitative benefit. Thekey outcomes anticipated are: (1)reduction in errors relating to medicationsmanagement (prescribing, dispensing andadministration), (2) reduction in adverseevents (and associated bed-days) due tomedication and medication error, (3)clinical staff freed-up from administrativeactivities to spend more time withpatients, and (4) patient medicationinformation available at the point of care.

Project team Director, Office of HealthInformation Systems: Fiona Wilson,[email protected], tel. 9616-2787.Manager, Clinical Systems: Patrick Burnett,[email protected], tel. 9616-2813.

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Information technology services for the VicRoadssystems that support car registration and driverlicensing in Victoria are currently supplied by IBMGlobal Services Australia. This single contract, whichalso includes the VicRoads’ enterprise resourceplanning and data networks, is worth A$18millionper annum and has been in place since 1994.

The outsourcing project currently underway inVicRoads breaks up this single contract in favour oftwo business services hosting contracts, and atelecommunications contract that also pulls in otherservices such as voice. This bundling allows abroader range of companies to make competitiveand innovative offers. The three service bundles are:

• hosting and support services for vehicle registrationand driver licensing systems, including onlineservices

• hosting and support of the enterprise resourceplanning system (human resources, finance, etc.)

• telecommunications services for datacommunications, network, intelligent transportsystems and telephony.

VicRoads will continue to deliver its desktop, LotusNotes environment and LAN servers in-house.

An Expression of interest process has beenundertaken for a fourth bundle, the provision of roadinformation services including road asset, road crashand traffic statistics and a Request for Tender will beissued to shortlisted vendors shortly.

VicRoads Transformative

VicRoads IT Outsourcing Project

Status Tenders from shortlisted providersare being evaluated.

Completion 2004

Significance This process levels theplaying field in competition for very largecontracts, encouraging both competitiveprice offers and innovation. For further information about ‘selectiveoutsourcing’ see Tim Mendham, ‘On theRoad Again’,http://www.cio.com.au/index.php?id=820199908&fp=4&fpid=21(12 September 2003).

Project team Project Director: John McNally, Chief Information Officer,VicRoads,[email protected], tel. 9854-2843. Project Manager: Greg Chambers,Manager—Vendor Liaison,[email protected],tel. 9854-2672.

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A set of standards has been developed to reliablyand authentically archive electronic records. Knownas VERS (Victorian Electronic Records Strategy),these standards address the problem that currentmedia and formats for archiving will be redundantwithin a few years. The strategy has implemented anumber of practical projects within Victoriangovernment, the latest of which is the design,

development and implementation of an innovativeDigital Archive which will provide a secure long-termrepository for Victorian electronic records.

Public Records Office Common Standards

Victorian Electronic Records Strategy—VERS

Status

• The Digital Archive project, which hasbeen approved by the Minister forVictorian Communities, is scheduled to beoperational in May 2005.

• Departments will be able to transfer theirarchival records, in a much moreexpedient fashion, to the Digital Archivethrough an e-business process.

• The Digital Archive will provide aconsolidated view of the Victorian Statearchive holdings, integrating both thepaper and electronic record collections.Access to electronic records will beavailable across the internet.

• The Australasian Digital RecordkeepingInitiative, to be comprised of VERS andthe National Archives of Australianjurisdictions and New Zealand, willestablish a common national standardsframework for digital (electronic) records.

Significance Standardises the approachto archiving electronic records.

Project team Project Director:Howard Quenault,[email protected] Manager: Andrew Waugh,[email protected].

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The Department of Education and Training has acentral web development unit that coordinates thepublication of content that has been written bydepartment officers or authors external to thedepartment. Several web authoring tools are in useand, across the department, varying compliancewith whole of Victorian Government publishingguidelines.

A department-wide web content managementsystem will provide business units and the centralweb publishing team with tools to streamline theproduction of web-based content, facilitatecompliance with technical and design standards and greatly enhance the management of existingcontent, ensuring currency and consistency.

Department of Education and Training Transformative

Web Content Management System

Status Contracts have been finalised withDocumentum Inc for software licensesand maintenance and DMR Consulting forimplementation services and support. Theproject is underway with implementationof initial sites planned to be completed inNovember 2004.

Completion November 2004

Project team Project Manager: Ian M. Hooke, tel. 9637-3443.Suppliers: Documentum Inc and FujitsuAustralia.

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Some recently completedICT-related projects thatmay be of interest to ICTmanagers implementingnew projects.

Completed projects

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‘e-Ministerials’ is an electronic management systemfor Ministerial and Secretary’s briefings andcorrespondence across the Department of HumanServices. The project developed the system tomirror the different ways in which various areas of a very large department do business.


e-Ministerials System

Status The first phase of the system roll-out began in November 2003, andregions will have access to the system inFebruary 2004.

Completion February 2004

Significance This project has realsignificance for most other governmentdepartments particularly those who are inthe process of developing orimplementing electronic documentmanagement systems for ministerial andexecutive documents.

Project team Project Manager: Paul McGee,[email protected] Project Manager: Dick Austin,[email protected]: Advanced Data Integration.

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Typically, privacy and consent issues are handled by requiring suppliers to develop systems thatcomply with relevant legislation. The Department of Human Services has developed a logical model of privacy and consent that can be applied to anysystem, whether computer-based or paper-based,for the consistent management of privacy andconsent issues.

Department of Human Services Shared Service

Logical Data Model for Privacy and Consent

Status Completed 2003.

Significance Available for re-use, thismodel can be used to inform systemdevelopment and standardise theresponse to legislative requirements.

Project team Senior Project Manager:Tom Sutherland,[email protected], tel. 9637 4710.Project Manager: Dirk Schluter,[email protected], tel. 9637 4665.

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The State Revenue Office’s Revenue ManagementSystem (e-sys) and the development of the SRO’scapacity to complete financial transactions online,have combined to allow the annual reconciliation ofpayroll tax. 95 per cent of payroll reconciliations(17,300 customers) can now be performed online.Sixty-five per cent of Land Tax Clearance Certificates(10,000 per month) are now completed online.

A new office of the SRO at Ballarat is among thefirst to implement ‘Voice over IP’. (The State Libraryof Victoria was the first.)

State Revenue Office Transformative

Revenue Management, eBusiness, and VoIP projects

Status Further developments: the stamp duties component is due forimplementation at the end of November2004, and user testing is underway.Payroll tax on-line transactions are underdevelopment and due to be implementedby May 2005.

Significance Improved effectiveness of managing SRO revenue collectionactivities—substantial reduction in SRO budget. Vastly improved speed inhandling transactions and conveniencefor taxpayers. Early implementation ofVoIP, simpler implementation of remoteoffice and built-in disaster recovery facility.

Project team Technology Manager: Philip [email protected] Owner: Paul Broderick

The major service providers involved inthese projects were Fujitsu, CSC, IT&TServices, RLM Systems, CISCO Systems,Performance Solutions Limited,Omniconnect and AAPT. SRO has sincesourced all the IT services, developmentand eBusiness hosting internally.

Comments Gold Technology Award 2003from the Technology in GovernmentCommittee: http://www.nte.com.au/ .

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http://www.nte.com.au/


Getting the right information quickly and havingmessages conveyed accurately are crucial factors in the public’s satisfaction with reception areas ingovernment departments. In the Department ofHuman Services it is also important for receptionstaff to have systems in place that can properlytrack messages, and whether departmental officershave responded to an enquiry.

This pilot project, conducted in the SouthernMetropolitan Region of the Department of HumanServices, provided staff working at departmentreception points with a combination of revisedbusiness processes, a Lotus Notes application fortracking responses to messages, and certificate-level training.


Telephone and Information Reception Service—TIRS

Status Pilot Project completed 2003.

Significance Knowledge and technologydeveloped in this pilot were a crucial stepin the development of the Client ServiceModel Strategic Project strategies forreception points across the whole state.

Project team Project Manager Chris Carter,[email protected].

Supplier: Groupware Consulting Pty Ltd.

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ENTERPRISE is published three times ayear by the Office of the Chief InformationOfficer, 1 Treasury Place, Melbourne,Victoria 3000. Editor: Stephen J. Williams. Editorial board: Dr Steve Hodgkinson,Peter LeRoy, Bruce Hawkins.Design by Luke Flood (Actual Size).

To submit information or become acontributor to this report, or comment on its content or presentation, write [email protected], ortelephone Stephen Williams on 9651-1922.4 October 2004

Published by the Government of VictoriaOffice of the Chief Information Officer.© Copyright State of Victoria 2004This publication is copyright, no part maybe reproduced by any process except inaccordance with the provisions of theCopyright Act 1968.Authorised by the State Government ofVictoria, 1 Treasury Place, Melbourne.

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ENTERPRISE October 20043] a project to develop ‘Enterprise Content Management’. There are currently 18 different systems used to manage almost half a million web pages on Victorian