Partners in Technology (PiT) - Department of Transport and Main Roads, IT Branch Overview and current prioritiest 18 November 2016
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The document summarizes information about the Information Technology Branch of the Department of Transport and Main Roads. It discusses the infrastructure and services managed by the department, including over 3,000 bridges, 6,588 km of rail corridor, and licensing over 4.9 million vehicles. The IT Branch aims to improve how it does business through its strategy, which includes projects to improve user experience, data management, and regional ICT services. Key projects for 2016-17 are also outlined, focusing on initiatives like Office 365, digital platforms, and business analytics.
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Partners in Technology (PiT) - Department of Transport and Main Roads, IT Branch Overview and current prioritiest 18 November 2016
- 1. 1 | Martin Bradshaw, Chief Information Officer, Information Technology Branch Department of Transport and Main Roads Partners in Technology Briefing
- 2. 2 |2 | Our values, our diversity
- 3. 3 | We build the network 3,010 bridges 6,588km of rail corridor We manage use of the system We provide passenger services 20 ports 3,260 taxis licensed 4.94m vehicles registered 3.47m drivers licensed 256,914 recreational vessel registrations 829,379 recreational boat licenses 60 Customer Service Centres 4.37m customers served face-to-face at CSCs in 2014–15 176.26m in SEQ 14.21m outside SEQ trips taken annually on bus, rail, ferry and light rail 2.4m go cards in use over the year to 31 December 2015 70–80m trips taken in taxis each year 33,343km state-controlled roads As at 30 June 2015 we manage: As at 31 January 2016 there were: In 2014–15 there were:
- 4. 4 |4 | Information Technology Branch enables the rest of the department to get on with the business of creating a single integrated transport network accessible to everyone…
- 5. 5 |5 | ITB Strategy – working towards the future Improve the way we do business Improve regional ICT services Deliver better business outcomes for TMR Improve user experience Secure and protect TMR’s information and systems Improve ICT investment Contemporary as-a-service ICT delivery Improve TMR’s Data Management and B.I. Capability Procurement and Contract Management reform Improve Workforce Planning and develop our people and capability
- 6. 6 |6 | Of 35 total identified projects/activities in the ITB Strategy, 30% have already been completed with the remainder well underway or close to completion.
- 7. 7 |7 | Working with our vendors Did you know… …ITB manages 70 contracts valued at more than $312 Million. These contracts incorporate hardware, software, managed services, telecommunications and as a Service contracts.
- 8. 8 |8 | As defined by Gartner: • the Digital Strategy is the response to the question: “How should our business evolve to survive and thrive in an increasingly digital world?” • Whereas the ICT Strategy is the response to the question: “How will ICT help the business succeed?” Building our capability and maturity Business Analytics ICT Digital
- 9. 9 |9 |
- 10. 10 |10 |
- 11. 11 |11 | Key projects in 2016-17 “Our key focus is to work with TMR to drive better cost outcomes and efficiencies” • Office 365 business case • VDI business case • SharePoint Online v2016 business case • Investigating new smartcard technology • Transactional Services Improvement Program • As-a-service strategy • Improving regional ICT performance • ICT Strategy Action Plan • TMR Digital Program (roadmaps, prototypes, digital platforms for authentication, integration and electronic forms, and digital capabilities) • Procurement and contract management reform • Business Analytics Strategy
- 13. 13 | Thank you
Hinweis der Redaktion
- Values In 2013 the Queensland Public Service launched new values to help revitalise the public service. These are customers first, ideas into action, unleash potential, be courageous and empower people. At TMR we are working hard to embed these in our culture and we are already working more collaboratively, more productively and smarter. Diversity We have a responsibility to ensure our employee pool reflects and better serves the diverse nature of the Queensland community. Diversity brings different perspectives into the workplace. An inclusive workplace ensures employees feel confident and supported to contribute and participate fully in the workforce. Diverse and inclusive teams: generate new ideas challenge the status-quo introduce fresh ways of looking at problems offer a wider range of potential solutions.
- Since our Strategy was launched in February 2016, out of a total 35 projects, approximately 30% have already been completed. Provided all projects remain on track, we expect the remaining: 55% will be completed by the end of December 12% are due to be completed in 2017. Some highlights… - ICT Strategic Plan 2016-20 published - New organisational structure implemented 1 February -Completed 2016-17 operational planning – every section and unit has a clear program of work that aligns to TMR Strategic Plan and ITB Strategy - ISC endorsed three-year rolling Program of Work for ICT investment across the organisation Improve End User Experience Strategy completed Security awareness training to all TMR staff is well underway Held a successful Open Data Showcase on April 26 with more than 100 attendees Established Data Management working group with in excess of 30 representatives across TMR ICT procurement review has been completed and recommendations are currently being implemented
- TMR uses technology to enable the delivery of information and services but new opportunities, customer expectations and changing operational practises drive us to focus our actions as a Digital Strategy. Paired with the Digital Strategy, the ICT Strategy establishes the enabling services to support the Digital Strategy and make our own internal operations more effective. This is the way they work with a more customer focussed Digital Strategy and a more internal focussed ICT Strategy.
- ICT Strategic Plan was published in July 2016.
- Digital Strategic Plan 2016-20 has just been published. Developed following an extensive stakeholder and staff engagement process throughout the department. The strategic plan presents six priority areas that focus us on achieving our digital vision. They place the customer at the heart of what we do with a view to create a seamless, journey based transport experience. This experience is powered by our connections to partners and focused in driving safety and efficiency in the transport network to enable the Queensland connected economy of the future.