Territory Stories

February 2008 report to the Legislative Assembly



February 2008 report to the Legislative Assembly


Report to the Legislative Assembly; Reports; PublicationNT




Made available via the Publications (Legal Deposit) Act 2004 (NT).






Northern Territory. Auditor-General's Office -- Periodicals; Finance, Public -- Northern Territory -- Accounting -- Periodicals; Northern Territory -- Appropriations and expenditures -- Periodicals

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Northern Territory Auditor-General's Office

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Auditor-General for the Northern Territory February 2008 Report 171 Department of Planning and Infrastructure cont A mechanism for monitoring IT strategic alignment and achievement of IT strategic objectives does not appear to be operating effectively. An Information Management Committee (IMC) exists to ensure that business systems are developed in line with DPI IT strategy (not developed) and policy such that technologies used can work with other major whole of government systems as they are developed. The IMC has not met since August 2006 (15 months) and the position of Director of Information & Business Systems has been vacated for 4 months. IT groups are decentralised by technology function and report to various business unit managers rather than a common functional manager in IT. Through a review of the DPI Agency structure and through discussions with key IT application owners it was identified that not all IT staff report to a central IT group. This increases the risk of inconsistent direction and management of IT resources and controls. It was further evidenced that key organisational IT positions have been vacated for extended periods and that the existing IT organisation chart does not reflect the actual reporting structure. It was noted that the information architecture has not been documented at DPI. There is a large variety of platforms, applications, databases, and proprietary software installed across the Agency largely driven by legacy systems from amalgamated departments. In environments where IT is decentralised across the Agency there is an increased risk and likelihood that both data and processes are being replicated. If the information architecture is not appropriately documented and maintained, there is greater risk of replicated data and processes and greater likelihood of a variety of applications. Furthermore, the ability to implement consistent policy and procedures across the environment and the ability to assure an effective control environment is reduced. Through a detailed review of DPI financial reports, budgets and discussion with IT stakeholders (including the Chief Financial Officer) it appears that DPI have been operating without an effective IT budgeting strategy. An effective IT budget underpins the achievement of IT strategic objectives and assists organisations in achieving higher returns from targeted investment in the fulfilment of strategic objectives.