Digital Business Model

Digital Principle #5: The City will need to identify and implement changes to existing practices, procedures, policy and legislation as this will underpin the success of the City of Canning’s Digital Transformation.

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Digital Strategy roles and responsibilities


There are six distinct roles and responsibilities in the development and maintenance of this Digital Strategy, as follows;

  • City of Canning customers - the users of the City's digital services

  • City of Canning Council - responsible for ensuring the Digital Strategy is aligned with and meets the expectations of the community

  • Digital Strategy Project Board - responsible for the overall direction and success of the Digital Strategy

  • Connect Canning sub-program - responsible for delivery and supporting the Digital Strategy projects.

  • Digital Experience Steering Group - comprised of a range of City of Canning staff from across the organisation and tasked with representing the 'digital' interests of their sub-programs and direct customers.

  • City of Canning staff - responsible for delivering the City's digital services in line with the Digital Strategy and Strategic Community Plan.

Digital Strategy continual improvement


As outlined in the Digital Strategy Guide, this strategy is intended to define how the City will implement its digital transformation. We also recognise that technology is fluid and ever changing and, as stated by Digital Principle #3, we need to continually monitor and measure the performance of our digital services and modify them with agility if and when required. This same principle is required for this Digital Strategy. The City needs to adjust its digital focus and resources as and when required, therefore the City will be following the process below to continually assess, adjust and improve this Digital Strategy and the City's digital services.


To ensure this Digital Strategy remains relevant and effective the City will implement the following review and modification schedule;

  • Quarterly review and modification - conducted by the Connect Canning sub-program and submitted to the Digital Strategy Project Board for approval,

  • Annual review - conducted by the Connect Canning sub-program and presented to Council for review.

All decisions and changes to the City's Digital Strategy will be logged in the Digital Strategy Decision and Change Log.

Digital project proposals, approvals and implementation


The City of Canning operates under an annual budget approved and adopted by Council. City of Canning staff develop business cases and budget proposals that are considered by the City's executive leadership team, which are then recommended for approval by Council. All business cases and budget proposals must align with the objectives outlined in the City's Strategic Community Plan

Digital projects within the City of Canning will follow the stages outlined below;

Digital project proposals

To achieve our digital transformation we recognise that digital technology must be a fundamental consideration in the development of business cases and budget proposals. City of Canning staff will use this Digital Strategy as an informing document providing them with the required framework within which to develop their digital projects. Whilst not all projects and services will have an obvious 'digital component' City of Canning staff will be expected to use a 'Digital First' attitude when constructing their business cases and budget proposals. In particular, City of Canning staff need to consider Digital Principle #5 when formulating business cases and budget proposals while also taking advantage of the Digital Innovation tools and opportunities within the City. Also available to staff are the Digital Experience Steering Group and the Connect Canning sub-program who can advise staff on how to best prepare their digital project proposals.

Digital project approvals

Within the existing process of business case and budget approval any projects that have a digital component will be assessed by the Digital Strategy Project Board to ensure the proposal aligns with the Digital Strategy. The criteria used by the Board to assess each proposal will be the five Digital Strategy Principles along with ensuring each project aligns with the overall vision and operational requirements of the Strategy. The City's executive leadership will continue its usual assessment of projects ensuring their alignment with the City's Strategic Community Plan. Council can then be confident that any proposed digital projects meet the requirements of both the City's Digital Strategy and Strategic Community Plan.

Digital project implementation

After endorsement by Council and assignment of budget and resources City of Canning staff can expect the full support from the Connect Canning sub-program ensuring the Digital Project is delivered successfully.


The Connect Canning sub-program will use the Canning Standard for Project Management and apply the seven principles from standard. These principles are that each project will;

  1. have a reason for existence that aligns with the Strategic Community Plan and derives known benefits

  2. know its customer(s) and fully understand their expectations

  3. have an objective, outcomes and a set of outputs

  4. apply lessons from other projects

  5. define staff contributions and responsibilities clearly

  6. are realistically planned and allow for adaptable implementation

  7. remain justifiable and have routines for reviewing project performance.

Where practical project updates will be included on the project page of the strategy.

Diagram of change management.jpg

Key performance indicators


The City will apply the following key performance indicators to measure the success and effectiveness of its Digital Strategy;

1. Using the following digital maturity levels as a guide:


Level 1 - Digitally Supported, in 2018/2019​

Level 2 - Digital Service, in 2019/2020

Level 3 - Fully Digitalised, in 2020/2021

Level 4 - Managed Digital, in 2021/2022

Level 5 - Optimised Digital, in 2022/2023

Note 1: Western Australia Government Digital Service Maturity Model reference

Note 2: Digital services includes services for external customers and internal staff.

Note 3: Not all services provided by the City can be delivered digitally. For example the City's waste bin collection service, however, the City will aim to cater and respond to associated issue, requests and reporting requirements regarding our waste collection services via digital means.

2. The City will target the completion of the following percentages of customer facing digital services completed;

10% in 2018/2019​

25% in 2019/2020

50% in 2020/2021

75% in 2021/2022

100% in 2022/2023

3. The City will target the following customer usage rates for its customer facing digital services (for example, the percentage of customers who use a digital service against the total number of customers who contact the City via phone, in person, by post or via the digital service;

10% in 2018/2019​

25% in 2019/2020

40% in 2020/2021

55% in 2021/2022

75% in 2022/2023


4. The City will target greater than 90% customer satisfaction survey results against its customer facing digital services.


Digital project funding and procurement

The City of Canning's Long Term Financial Plan (LTFP) outlines the funding source for the City's digital projects. As stated in the LTFP the Digital Strategy,

will enable continual improvement across the City's business processes. The introduction of any new major technologies will be predicated upon sound business case proposals. From 2018-19 the LFTP contains an annual funding allocation towards implementing recommendations contained in the Digital Strategy.

The City of Canning has implemented a Procurement and Contract Management Framework which provides an effective ‘how to’ guide for the City of Canning staff involved with purchasing products, services or works and the subsequent managing of contracts. The City aims to ensure that all business relationships within its supply chain are transparent, honest, fair, ethical and consistent, as well as delivering value for money.

In summary the City adheres to the following procurement principles;

  • For purchases between $1 and less than $5,000 one written quotation is required;

  • For purchases between $5,000 and less than $50,000 two written quotations are required;

  • For purchases between $50,000 and less than $100,000 three written quotations are required;

  • For purchases between $100,000 and less than $150,000 three formal written quotations is required;

  • For purchases over $150,000 a public tender is required.

The City has the options to utilise the WALGA and State Government Common Use Agreement (CUA) supplier contracts, however adherence to the Procurement and Contract Management Framework is still required.