Australian Education Union (SA Branch) IT Overview and Assessment

1. This document provides an assessment of the Australian Education Union’s Information and Communication Technology (ICT) Environment developed between February 2017 and August 2017. The materials contained within the document are commercial in confidence between Australian Education Union and Iocane and not to be distributed without prior written consent of either party. Australian Education Union (SA Branch)IT Overview and Assessment

2. Project Overview CONSIDERATIONS About Australian Education Union Throughout the country, the Australian Education Union has a membership of over 180,000 educators who work in public schools, colleges, early childhood and vocational settings in all states and territories of Australia. Members include teachers and allied educational staff, principals and administrators mainly in government school and TAFE systems. Membership in South Australia is currently around 13,500. The AEU represents its members industrially and professionally in diverse forums. This includes the maintenance of comprehensive industrial protection and representation through industrial awards and agreements in all industrial tribunals in Australia. This involves industrial research, negotiation and advocacy over a wide range of matters including salaries and teaching and learning conditions. • Our review has kept front of mind the following business considerations: • Member Engagement and Delivery - Australian Education Union needs to efficiently and effectively deliver services to members to ensure ongoing engagement and interactions that add value. This in turn enables member retention which is critical to AEU. • Functionality - the diverse range of services offered by AEU means that there is a range of functionality required to ensure that groups within the organisation have access to applications and services that functionality meet their requirements so they in turn can deliver a high quality member service. • Performance and Scalability - the ability of the applications and services to meet the performance requirements to deliver quality services. • Delivery and Cost Management – Delivering an IT works program that moves AEU towards their business goals in a timely manner whilst managing financial budget and people time constraints within the organisation. • Business continuity - incorporating the areas of security, redundancy, high availability, as well as backup and recovery to meet the defined business needs. BACKGROUND The approach for ICT Assessment examines the impacts of external drivers (such as regulatory, marketplace, technology and consumer trends) as well as understanding of the internal drivers for key organizational stakeholders.

3. Framing the Business • Imperatives and Impacts ORGANISATION PROFILE

4. Section 2 – Framing the Business • Imperatives and Impacts GOALS AND ASPIRATIONS • In March 2016 the South Australian Branch of the Union set priorities for the year consistent with the Strategic Objectives endorsed by AEU Federal Executive and adopted by the AEU nationally. • ‘The AEU SA Priorities are consistent with the Federal AEU directions. ICT Impact ICT needs to enable AEU to deliver outcomes to the changing needs and preferred communication channels of members as the organisation exists for the benefit of members ICT needs to be nimble enough to allow marketing and membership to engage in delivering messages to different generations of educators ICT needs to support and enable the overall business goals and strategies of the organisation

5. Section 2 – Framing the Business • Imperatives and Impacts FOCUS AREAS • Public education is a social necessity because it provides opportunities for, and is welcoming of, all students regardless of background. Valuing the widest possible diversity of backgrounds, it serves as a gateway to a democratic and cohesive Australian society. • As the respected and effective voice of the public education profession AEU (SA Branch) priorities for 2016 are ICT Impact Facilitate the delivery or appropriate organisational information to deliver on the strategic objectives Ensure appropriate communication of AEU effort and content to garner support for the overall activities and objectives within the branch.

6. Section 2 – Framing the Business • Imperatives and Impacts GROUP IMPERATIVES ICT Impact ICT needs to enable the business by being able to respond quickly and deliver a variety of technologies and support that simplifies processes and streamlines communication internally and with members. • Finance • Accurate and up to date accounting data • Payroll and associated leave • Membership • Maintain member and other information to enable the organisation goals • Data gathered needs to be put in the database and updated regularly • Administration • Correspondence and recording electronically • Organisers • Organisers work in pre-schools, schools and TAFE to achieve updating membership lists, signing up new members, developing plans with representatives on the site, compiling relevant information and presenting information to members. • Work state-wide in sites that are in city, metropolitan and country and therefore access to Internet and WiFi is not guaranteed at sites they visit but should or would be great to be available. • Area meetings with members, individual case work, or groups. • Make links with members. • Run a call centre / information unit for people that call into using stratum to log details of a members enquiry and the nature of any follow up is required. • Industrial • Implement and enforce the industrial provisions • Negotiate enterprise agreements and then enforce in industrial tribunals. • Provide training • Equality training undertaken by the Women’s Officer around merit selection and equality

7. Section 2 – Framing the Business • Imperatives and Impacts GROUP IMPERATIVES ICT Impact New SA Tribunal is going to be 100% electronic which means all future submissions and applications will need to be electronic which has an impact on ICT moving forward Connectivity to enable working remotely is critical to the ongoing success of the organisation Projectors need to be available for onsite and offsite presentations by various staff roles and functions Stable state and consistent quality of equipment for delivery of training courses • Communications • Primarily to disseminate information to the membership • Run communication campaigns and policies and any information the members need • Campaigning and general communication goes via us via • Creation, publication and distribution of a Member Journal that goes out 7 times a year. • Management of Facebook and other social media – website • IMIS includes the public face of the website • Training • Development and presentation of training and development programs • Professional development and Union training for members • Sector based conferencing – teacher and students • Management of website for training dates • Logistical support for conferencing

8. Section 3 – Review of Current State • ICT Project Portfolio 2017 ICT PROJECT PORTFOLIO Key Considerations Project was approved in 2013 and is running three years overtime and triple original budget. Some expectations of the software capability have not been met, and development costs for gap work is uncapped. AEU lacks dedicated project management role, and does not have staffing to provide sufficient time to project. Staff are not involved in project, goals of project not made clear, and confidence of success is low.

9. Section 3 – Review of Current State • ICT Governance There is a drive within the ICT department to improve several process areas of ICT however resource constraints and workload inhibit too much progress. These areas include: Resource Management, Vendor Relationships, Change and Release Management, Service Desk and some Technology Operations Australian Education Union needs to continue its evolution and mature the ICT processes listed below. These focus areas include: Strategic Planning, Investment and Portfolio Planning, Demand Management, Application and Technology Portfolios, Service Portfolio, Service Level Management and ICT Continuity ICT GOVERNANCE Effectiveness & Efficiency Risk Sophistication a/ Maturity

10. Section 3 – Review of Current State TECHNOLOGY, INFRASTRUCTURE AND NETWORK low high

11. Section 3 – Review of Current State • Network Diagram Network diagram for Greenhill Roadoffice, showing networking equipmentand external connections.

12. Section 3 – Review of Current State • Key applications 1 KEY APPLICATIONS low high

13. Section 3 – Review of Current State • Key applications 2 KEY APPLICATIONS low high

14. Section 3 – Review of Current State KEY GAPS

15. Section 3 – Review of Current State COST PEOPLE PROCESS • Total ICT spending (not including iMIS project) is typically less than 5% of total budget. • No regular review of cost of major services, apart from communications. • Lack of detailed service contracts makes value comparisons difficult. • Dedicated ICT staffing is currently 0.8. • Additional support roles not clearly identified in other staff jobs. • Lack of user training and ongoing support to make best use of new hardware and software. • Logitech is not currently good / well engaged on end-user first level support which means operational workload continues to accrue on Jonathon at the expense of business transformation activities • Processes not well documented in most areas. • Established processes hard to change even if efficient. TECHNOLOGY RISK BUSINESS ALIGNMENT • Some critical areas very dependent on key individuals. • No formal security or data management plan • No formal business continuity planning • Governance of ICT at management level is quite low and needs to improve considerably for AEU to maximise the return on investment from ICT. • No planning for regular refresh of equipment meaning aged equipment is quite prevalent. Aged equipment requires considerably more support and exposes the organisation to operational risk and potential security concerns • Limited internal support for equipment used for conferences and meetings which impacts the perceived professionalism of the AEU. • Limited mobile technology devices for staff on the move to engage with existing and potential members individually and in group settings • Alignment of ICT to business goals not articulated. • More often reactive rather than proactive. • Lack of formal communication of needs from groups to ICT, even at budget time. • No strategic planning of ICT with wider staff involvement.

16. Section 3 – Review of Current State An in-depth evaluation of risk was not conducted, however, based on discussion some of the risks for the ICT organization have been identified below. RISK SUMMARY • Sub optimal alignment with business – • Lack of business ownership and support for ICT projects • Reactive ICT Planning, Investment and demand management • Lack of extensive business-facing ICT service level monitoring and management • Risk of capability and knowledge loss – • Project Management and Governance Framework • Lean staff model, one internal IT staff member, with minimal skill set back-up from external providers People & Processes • Single Point of Failure – • Lack of redundancy in the network logical and physical design • Single point of failure for infrastructure with no disaster recovery solution in place or tested • Capacity and supportability of infrastructure leads to inconsistent application performance and staff angst Infrastructure • Network – • Availability and throughput/capacity of network are OK although latency affects web browsing impacting Citrix services which inhibits staff effectiveness • Lack of accessibility in various areas Network Application Data • Alignment to business – • Business processes are either not well understood or not well documented and explained when selecting ICT applications to support the business • Gaps in application functionality cause problems for holistic view of organisation performance • Membership system is in transition and has been for a number of years. A decision needs to be made to deliver the IMIS solution and outcomes proposed and required. • Timeliness and accuracy data – • Information is not available in a timely manner which affects decision making • Not all data captured in systems with some manual process and paper based solutions • Data needs manual entry into many systems meaning no single source of truth and potential implications on data accuracy • Systems integration should be considered when the application deployments have been finalised. • Risk of business continuity – • No business continuity or disaster recovery plan • Lack of business process / ICT documentation for AEU • No remote failover site – current Adam location is a single point of failure

17. Section 4 – ICT Strategic Scenario ICT STRATEGIC IMPERATIVES AND REQUIREMENTS ICT Impacts • The AEU SA Branch does not currently have the IT capacity both in terms of equipment/technology and qualified staff to undertake the necessary work for online membership recruitment, data tracking and online campaigning. This statement should not be taken as a reflection on the quality of staff – rather that the AEU resources are spread too thin • The level of funding for ICT (in terms of equipment and qualified people to organise the ongoing upgrade, replacement and integration of solutions and provision systems that enable the business in a timely manner and deliver on organisational goals. • There is a need to to invest in the online capabilities with the aim of (a) engagement with members and (b) automation and simplification of operations. Strategic Imperatives for ICT Office Productivity Suite Deployment and consumption model IaaS / Hybrid Cloud Review and Personal Devices iMIS – Membership System Closure

18. Section 5 – Initiatives and Investments The items on this page are longer term strategic imperatives that AEU need to undertake to improve overall delivery and professionalism of the ICT area as well as provide an ICT function that works for the business Strategic Project Overview and Timeline: 1

19. Section 5 – Initiatives and Investments The items on this page are longer term strategic imperatives that AEU need to undertake to improve overall delivery and professionalism of the ICT area as well as provide an ICT function that works for the business Strategic Project Overview and Timeline: 2

20. Section 5 – Initiatives and Investments The items on this page are tactical items that will improve the overall efficiency of the organisation and remove some consistently mentioned pain points during staff interviews. Tactical Items to Consider: 1

21. Section 5 – Initiatives and Investments The items on this page are tactical items that will improve the overall efficiency of the organisation and remove some consistently mentioned pain points during staff interviews. Tactical Items to Consider: 2