Client Synopsis
Bundaberg Regional Council Inc.Organisation Overview
Bundaberg Regional Council was formed on the 15 March 2008 as a result of the merging of Bundaberg City Council, Burnett Shire, Isis Shire and Kolan Shire Councils.
Bundaberg Region, strategically situated at the southern end of the Great Barrier Reef and stretching from the Burrum River to Baffle Creek, is comprised of 6,451 sq km and is home to m ore than 90,000 people, with the population expected to grow to over 141,000 people within twenty-five years. Collectively, the Bundaberg region is renowned for the friendliness of its residents, superb climate, affordable cost of living, first-class facilities, and relaxed lifestyle.
Bundaberg’s coastal region provides unsurpassed fishing, diving, beach and boating activities – these taking place against the backdrop of a rich sugar and horticultural belt. While Bundaberg is the commercial enterprise capital of the region, there are a vast range of visitor experiences and opportunities for new and current residents, within a short distance.
More information is available from Invest Bundaberg about current regional demographic and economic statistics.
Fragile to Agile Engagement
In late 2014, the Council completed an assessment of its current core IT systems. This review found that Council’s core system was not keeping pace with modern improvements in technology and process automation. In short, the Council believed that it no longer supported the underpinning technology basis for Council to retain its flexibility to adapt to the significant changes and challenges that are occurring within the modern Local Government industry.
Based on this assessment the Council decided to develop a business capability model, an application architecture model (aligned to the business capability) and to use these models to develop a Request for Proposal (RFP) to determine the appropriate future core systems for the Council. Council believed that this once in a decade opportunity to transform its processes, technology and people through major systems replacement was not suited to a typical business analyst engagement, therefore it sought an alternative model, to adopt a Business Capability driven approach.
This approach began with Fragile to Agile developing with the Council a Business Capability Model to define what Council needs to deliver, independent of the technology solutions (existing or planned) deployed to meet those needs at Council. This phase also included a Current State Assessment for application architecture against the model and delivery of a business outcomes/requirements document. The second phase delivered a target state functional scope of for the replacement of Council’s core IT system, aligned to the Business Capability Model, including documentation of all functional and non-functional requirements for a new core business system and the preparation of the RFP documentation and evaluation plan ready for market. This stage included an executive presentation of the model, target state application architecture of summary of business requirements that inform the RFP.