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1999 - 2000 Industry development progress report

ISBN 0 642 75070 X (print version)

ISBN 0 642 75076 9 (online version)

DOCITA 01/01

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Department of Communications, Information Technology and the Arts
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Produced by the Commonwealth Department of Communications, Information Technology and the ArtsIT
OUTSOURCING INITIATIVE

1999 - 2000 INDUSTRY DEVELOPMENT PROGRESS REPORT

CONTENTS

FOREWORD

REPORT COVERAGE

1999-2000 INDUSTRY DEVELOPMENT HIGHLIGHTS

INTRODUCTION - OVERVIEW OF THE IT OUTSOURCING INITIATIVE

IT OUTSOURCING INITIATIVE INDUSTRY DEVELOPMENT FRAMEWORK

INDUSTRY DEVELOPMENT PROJECT REGISTER

AGGREGATED ACHIEVEMENTS FOR 1999-2000

DISCLOSURE OF INDIVIDUAL COMPANY RESULTS

Cluster 3 - Computer Sciences Corporation (CSC) Limited

Australian Taxation Office (ATO) - EDS Australia Ltd

Group 5 - Advantra

APPENDIX A

APPENDIX B

APPENDIX C

APPENDIX D

APPENDIX E

Audit of annual reports

The figures for total achievements quoted in this report have been collated from the annual reports of the prime contractors which have been independently audited in accordance with Australian Auditing Standards applicable to review engagements, AUS902 Review of Financial Reports.

INTRODUCTION-OVERVIEW OF THE IT OUTSOURCING INITIATIVE

In the 1997-98 Commonwealth Budget, the Commonwealth Government announced the whole-of-Government Information Technology Infrastructure Consolidation and Outsourcing Initiative.

The Government's vision for future information and communication technology (ICT) service delivery is expressed in the draft Blueprint Framework and Strategies for Information Technology prepared by the then Office of Government Information Technology (OGIT) in 1995, which stated that:

the Government is to be a world-leader in government administration and in the cost-effective promotion of affordable, equitable and accessible Australian Government information and services; and
Australians are to have seamless access - through common interfaces - to a range of Government information and services appropriate to their needs, whenever it is cost-effective to do so.

The whole-of-Government strategy of consolidation and outsourcing of IT Infrastructure was designed to achieve the following objectives:

effective ICT support of agency business needs and service delivery requirements;
substantial economies of scale resulting in improved efficiency, cost effectiveness and significant savings to the budget and to agencies;
improved effectiveness by moving to more standardised operating environments;
more efficient use of processing capacity;
improved service levels at lower costs;
leveraging access to private sector technology and know how;
improved technology solutions; and
improved potential for staff career development in an environment where ICT is the core business.

In addition, the Government desired to achieve significant industry development objectives through the whole-of-Government IT Infrastructure Initiative:

support growth in the Australian ICT industries;
promote the international competitiveness of the Australian ICT industries; and
support employment growth and development in Regional Australia.

For the purposes of the IT Infrastructure Initiative 'Regional Australia' means any part of Australia outside metropolitan areas of state capital cities. However, if for reasons such as access to skills or sustainability, the metropolitan area of a capital city other than Melbourne or Sydney is proposed by the tenderer the Government may, at its discretion, apply regional principles.

The approach taken by the Government, from 1997-2000, focussed on clustering agencies in order to introduce discipline in the use of technology, access wider technical skills and technologies and to achieve economies of scale to reduce overall costs. As a result of the Humphry Review, responsibility for implementing IT outsourcing will be devolved to Commonwealth agencies in accordance with the culture of performance and accountability incorporated in the Financial Management and Accountability Act 1997 and the Commonwealth Authorities and Companies Act 1997.

IT OUTSOURCING INITIATIVE INDUSTRY DEVELOPMENT FRAMEWORK

The industry development framework that applied from 1997 to 2000 was aimed at ensuring the IT Infrastructure Initiative provided tangible opportunities for the Australian IT industry (especially SMEs), and substantial growth in regional development and employment.

One of the Government's key objectives under the IT Outsourcing Initiative's competitive tendering processes was to secure additional industry development from prime contractors (i.e. additional to commitments made under other programs), in view of the large size and long-term nature of the contracts.

The Commonwealth's key priorities were:

To contribute to:
1. the establishment of a sustainable, diverse platform for the cost-effective delivery of ICT services in Australa; and
2. the preservation and development of technical skills and increased technical innovation in the Australian private sector (this contribution will be achieved by a combination of the prime contractor subcontracting to SMEs, purchasing local products and services, encouraging high value-added activities in Australia, and contributing to Australian research and development (R&D)); and
To act as a catalyst to:

The Commonwealth's desired outcomes from these key priorities were to:

maximise involvement of SMEs in delivering products and services under ICT outsourcing contracts;
achieve substantial net growth in employment in the Australian ICT industries;
contribute to the development of technical skills in Australian ICT industries;
achieve a substantial net increase in employment in Regional Australia;
attract R&D, and other investment, in the Australian ICT industries;
achieve a substantial increase in the net exports by the Australian ICT industries;
not increase the Service Charges charged by the prime contractor for the Services as a result of complying with the Industry Development Agreement.

Following the release of the Humphry Review, consultation is underway with industry and Government agencies to develop a framework to take into account the industry development objectives of the Government - a press release announcing the consultation period is at
Appendix C.

INDUSTRY DEVELOPMENT PROJECT REGISTER

During 2000, a project register system was adopted to allow companies to flag large-scale industry development projects that they want to bid into one or more future outsourcing tenders. The press release announcing the project register is at Appendix D.

Companies will be able to register industry development projects with the Government, allowing them to commence irrespective of the timing of the tender process. Companies intending to include a large-scale project in industry development proposals, for one or more future outsourcing tenders, can apply to have the project registered. The industry development aspects of the project will remain confidential, and any public announcements will require prior approval by the Government. Relevant projects will need to be notified to the Government at the earliest possible stage.

This approach has been adopted in response to industry concerns that the process for handling large-scale projects under the industry development framework was not clear, and key decision makers within companies were looking for a more transparent system.

An expanded view of regional industry development outcomes was also announced. In all future tender processes recognition will be given to business flowing to regional enterprises and additional regional investment, as well as to regional employment growth.

AGGREGATED ACHIEVEMENTS FOR 1999-2000

During 2000, Computer Sciences Corporation (CSC) provided its second annual report for the Cluster 3 contract, and EDS and Advantra have provided year one reports for the ATO and Group 5 contracts respectively.

In-scope vs out-of-scope

Industry development commitments are classified as either in-scope or out-of-scope:

In-scope means directly related to the delivery of the contract services where the main objective was to maximise Australian Value Add and SME participation.
Out-of-scope means other activities offered by the contractor not directly related to the delivery of the services. It is where the Commonwealth has sought to maximise activities such as strategic investment, exports and employment, especially regional employment.

In-scope achievements 1999-2000

	Achievement	Target#	% of target# achieved
Australian Value Add	83%	74%	112
Payments to SMEs	47%	28%	167
Total net employment - FTE*	705	587	120
Total regional employment - FTE**	505	390	129

*FTE - full-time employment equivalent of employment.

**Regional employment is a subset of the total employment number.

# Target is the summation of the individual targets by the prime contractors.

The aggregated in-scope achievement by the prime contractors shows a strong performance in the key areas of Australian Value Add, SME involvement and employment. The SME achievement is particularly impressive with twice the scheduled amount of work going to SMEs. This reflects a strong commitment by the prime contractors to achieve the Commonwealth's objective of enhancing local skills by involving Australian industry in contract delivery.

Out-of-scope achievements 1999-2000

	Achievement	Target#	% of target# achieved
Strategic Investment ($'000s)	$33 425	$13 210	253
Exports ($'000s)	$23 528	$11 140	211
Total employment - FTE	378	157	240
Total regional employment - FTE*	149	104	143

*Regional employment is a subset of the total employment number.

# Target is the summation of the individual targets by the prime contractors.

The aggregated results show strong achievement against the new business initiatives contractually undertaken by the prime contractors. This includes activities such as technical assistance centres, IT training initiatives, SME development programs, technology transfer and export creation - of which many are in regional areas of Australia. These activities are further described under each of the prime contractor's annual progress reports. Again, contractors have performed strongly. Investment, exports and total employment were more than twice the level agreed in the contracts.

DISCLOSURE OF INDIVIDUAL COMPANY RESULTS

The contractors have worked closely with the Department of Communications, Information Technology and the Arts (DOCITA) throughout the year reporting their performance against their respective contracts. However, Schedule 10 of the Services Agreement allows the Commonwealth to use information marked 'commercial-in-confidence' in a public statement only when it has the prior written approval of the individual prime contractors. The prime contractors have declined to give approval for the publication of specific targets as these are particularly sensitive, and industry development metric assumptions could easily be deduced by competitors. Therefore, with the approval of the individual companies, the Commonwealth has published the extent of their achievement in percentage terms only.

Cluster 3 - Computer Sciences Corporation (CSC) Limited

Cluster 3 comprises the Department of Immigration and Multicultural Affairs, Department of Finance and Administration (Electorate Office Services), Australian Electoral Commission, IP Australia, Australian Government Analytical Laboratories, Australian Surveying and Land Information Group, Ionospheric Prediction Service. Its prime contractor is Computer Sciences Corporation (CSC) Limited.

This is CSC's second annual report. A copy of the press release announcing CSC's year one industry development achievements is at Appendix E.

The 1999-2000 annual report submitted by CSC showed that it exceeded all of its in-scope and out-of-scope commitments, except for a shortfall with the annual SME participation percentage.

Following consultation with DOCITA, CSC has agreed to make up this annual shortfall in later years in accordance with the industry development contract variation provisions. These allow the Commonwealth to agree to a proposal which substantiates the need for change, and demonstrates that the variation is at least as likely to promote the Commonwealth's desired outcomes and delivers at least equivalent industry development outcomes.

An independent review of this annual report was conducted in accordance with Australian Auditing Standards applicable to review engagements, AUS902 Review of Financial Reports.

Submission of CSC's industry development report was made within the time frame agreed in the contract schedule.

In-scope achievements 1999-2000

	% of target achieved
Australian Value Add - %	108
Australian Value Add ($'000s)	178
Payments to SMEs - %	84
Payments to SMEs ($'000s)	133
Total net employment - FTE	128
Total regional employment - FTE	144

CSC achieved a strong result in most in-scope areas. The AVA was comfortably over the target while employment was significantly higher than their target. The lower than expected SME percentage figure related to a significant rise in the value of contract services during the year. However, actual dollar payments to SMEs were ahead of target. On a two-year cumulative basis, all targets were significantly over target, including work going to SMEs which was 15 per cent ahead of the required level.

CSC's major SME partner, Ipex, gained considerable expertise from the CSC relationship, which enabled Ipex to subsequently tender and win a major Federal Government outsourcing contract in its own right.

Allied Technologies gaining business strength through Cluster 3 deal

CSC Australia selected Allied, as part of their Government outsourcing team, to provide network cabling services for the Australian Electoral Commission and Department of Immigration and Multicultural Affairs. Allied have identified this to be a strategic growth area of their business and have found this relationship to be mutually beneficial.

'Our experience of CSC's approach to partnering with SMEs is that we are treated fairly and encouraged to participate in progressively more ambitious projects such as the outsourcing contract for Centrelink. A project of this magnitude and duration will assist us to grow our skill base in a number of other regions.'

Ray Doak - Managing Director of the Allied Technologies Group

Dunecure growing its business with CSC

'Dunecure commenced business about two-and-a-half years ago as a sub-contractor to CSC under the Cluster 3 outsourcing project. This activity has consistently expanded, and now extends to CSC projects that are outside Cluster 3. Revenues have grown correspondingly, and projected annual revenue from CSC is approaching the half-million-dollar mark. With seven full time and 30 part time employees, Dunecure is now an established Australian Captial Territory-based business in IT, well placed to provide CSC with operational support for its growing customer base throughout Australia. Dunecure has found its continuing association with CSC to be an exciting and rewarding exercise.'

Bruce Skea - Operations Manager, Dunecure

Out-of-scope achievements 1999-2000

	% of target achieved
Strategic investment	289
Exports	158
Total employment - FTE	284
Total regional employment - FTE	346

CSC's out-of-scope achievements were significantly higher than their targets, particularly in strategic investment, where the Huntertech Technology Centre in Newcastle and the Asia Pacific Outsourcing Centre attracted significantly higher investment and employment than was forecast in their business plan. The export achievement was mainly attributed to the better than expected result from the activities of the Global Management Centre.

1. Hunter Technology Centre

Objective: CSC has committed to establish a technology centre in the Hunter to ensure that quality IT skills are available for regional employment growth in both CSC's and other locally-based IT companies' activities.

Status: The centre was established in August 1998 when CSC contracted a local Business Manager to assist with the implementation of the Hunter initiative. CSC has also worked alongside an informal cluster of local SME IT companies and was instrumental in formalising the Hunter Technology Consortium (HunterTech). The Consortium's objectives are to foster close collaboration between the local SMEs and to enable them to take on larger projects by partnering with other consortium members. The Consortium now has 46 member companies with over 120 jobs created. CSC also located a team in Newcastle to undertake Y2K projects, and are now undertaking the upgrade and implementation of CSC supported systems to be GST compliant, amongst other maintenance and development projects.

2. Canberra Software Centre

Objective: CSC has committed to establish a centre with a particular focus on application software. Establishment of the centre will involve skills transfer from experienced personnel from CSC's European and United States operations. Graduates of the centre will be employed by CSC throughout Australia, though there is scope to enlarge the initiative to export skilled staff to CSC's international activities.

Status: CSC has established a Security Consulting Group (SCG) in Canberra, a core competency centre focussing on all aspects of system and network security. The group consolidates all CSC security expertise throughout Australia, and serves a cross section of clients from Government, Defence, large and small commercial companies, and the financial sector. The SCG provides global security product advice to CSC.

3. Access to world-class know-how

Objective: CSC has committed to the development of a program of support for SMEs in the IT industry which leverages the capabilities, knowledge and resources of CSC's management consulting arm, CSC Index. Domain expertise in areas such as business re-engineering and information on global technology trends and strategies of interest to CSC's corporate clients will be made available in an offering targeted at local SMEs.

Status: CSC provided its domain expertise to SMEs in areas such as business re‑engineering, global technology trends and strategies. Specific activities included sponsorship and support for a range of activities including seminars, conferences, and direct SME access to the CSC Research program.

4. Facilitation of access to investment capital and market opportunities

Objective: Together with Australian venture capital companies, CSC committed to develop a new program focused on facilitating access to investment capital and markets for SMEs in Australia. Candidate SMEs will be given assistance to market themselves to potential investors and further their export activities.

Status: CSC has initiated the referral of numerous SMEs to a venture capital firm of which several are progressing through the various stages of a transaction process. A number of presentations specifically geared at SMEs in the ICT industry on the various stages for access to expansion capital were held in Adelaide, Melbourne, Newcastle and Canberra, and included follow up on potential venture capital leads.

5. Global Management Centre

Objective: CSC has committed to undertaking ongoing global support and development of key components of CSC's proprietary suite of development tools, processes and methodologies.

Status: CSC has decided to create its Global Management Centre (GMC) in Sydney in preference over Singapore. This is a major project for CSC which will enable the management of all CSC's networks, and those of its clients for 12 hours of the 24-hour global day, on a 'follow the sun' strategy between GMC USA and GMC Australia.

6. On-shore relocation

Objective: CSC has committed to bringing more of the services originally proposed off-shore to Australia. Candidate areas were Consultancy resources, Software Support Customisation and Disaster Recovery Services.

Status: CSC has implemented this initiative with significant new employment and exports that are running ahead of target.

7. Asia-Pacific Outsourcing Centre

Objective: CSC has committed to increasing the scope of the functions of its centre in Chatswood, so that its status is elevated to one with Asia-Pacific support responsibilities. Key functions at the centre will be technical and call centre support, which will have state of the art facilities and services to enable it to meet regional requirements.

Status: The implementation of the Sydney helpdesk, started in 1998, is well underway and high employment numbers have been reached. The Centre focuses on standardising the processes so that economies of scale can be achieved and a global CSC operation provided. Help Desk support has also been expanded to Perth, Melbourne and Canberra.

Trilogy Business Systems benefiting from partnering with CSC

'When Trilogy Business Systems began working with CSC almost three years ago, it had experience in dispersed desktop support but little else. Since working with CSC, Trilogy has taken on large rollout projects as well as large desktop and server support contracts with between 2 000 and 5 000 desktops. Trilogy has also branched out into WAN and Server support services as well as outsourcing for small enterprises. Staffing has grown from 75 to 110 people in this period.

Whilst all the above may not directly be attributable to our involvement with CSC, the experience we have gained from working with them and the encouragement, assistance and training received has certainly helped Trilogy to grow our business and expand our service offerings.'

Stephen Cable - Quality Services Director, Trilogy Business Systems Pty Ltd.

Australian Taxation Office (ATO) - EDS Australia Ltd

This is EDS's first annual report. The 1999-2000 annual report submitted by EDS showed that it exceeded all of its in-scope and out-of-scope commitments except for minor shortfalls with out-of-scope regional employment and exports. In consultation with DOCITA, EDS has agreed to make up these shortfalls in later years in accordance with the industry development contract variation provisions. These allow the Commonwealth to agree to a proposal which substantiates the need for change and demonstrates that the variation is at least as likely to promote the Commonwealth's desired outcomes and delivers at least equivalent industry development outcomes.

An independent review of this annual report was conducted in accordance with Australian Auditing Standards applicable to review engagements, AUS902 Review of Financial Reports.

Submission of EDS' industry development report was made within the timeframe agreed in the contract schedule.

In-scope achievements 1999-2000

	% of target achieved
Australian Value Add - %	102
Australian Value Add ($'000s)	127
Payments to SMEs - %	174
Payments to SMEs ($'000s)	218
Total net employment - FTE	120
Total regional employment - FTE	140

EDS performed strongly in its first year on industry development and provided local IT companies with significant opportunities to participate in the contract. There were 120 SMEs around Australia working with EDS in supplying goods and services to the ATO. Payment to SMEs was significantly higher than forecast in percentage terms, and double the amount forecast in actual dollar terms. This was largely due to the extra work required to implement the infrastructure for the Government's tax reform initiatives. The Australian Value Add was slightly ahead of the contract requirement while employment was significantly higher.

SME Protech developing its business with EDS

Protech is a South Australian-based National systems integrator with a turnover of $55 million and 170+ employees. It provides a range of products and services in the desktop environment including procurement, supply chain management, hardware, integration services and consulting services.

Protech began working with EDS in 1995, in South Australia, which expanded to the ATO and the Australian Customs Service under the Federal Government's IT Outsourcing Initiative. EDS has been one of a number of factors contributing to Protech's substantial growth over the past five years. (Protech has achieved growth in revenue from $8 million to $50 million during the past five years - Business Review Weekly's 100 Fastest Growing Private Companies).

'While the direct revenue derived from EDS is of course valuable, the greatest value has come from the development of our all round capability and therefore our ability to successfully compete and win future business. Through our business with EDS we have had the incentive and necessity (to retain the business) to put in place world class systems, processes and personnel. This greater capability and confidence has enabled Protech to compete successfully in new markets. A further benefit has been the process of skills transfer from EDS in areas such as configuration management, gold disking and procurement management.

Protech is pursuing opportunities with EDS in other areas, both government and corporate. A strong mentoring process is underway building the capability to pursue and win outsourcing business in other markets. Protech has also begun to secure smaller outsourcing contracts in our own right and diversified our business interests. Our EDS relationship has been a catalyst for this.'

Nick Cuthbertson - Chief Executive Officer, Protech

Hardcat - a global solutions partner

Under EDS' Global Partner Solutions Program, Melbourne software company, Hardcat is working with EDS on bidding for business on a lucrative contract with the British Ministry of Defence. Hardcat has developed a barcode-based asset tracking system that could be deployed by the British Army to pinpoint where its various equipment such as vehicles and weapons are located. The technology has already been trialed by the British Army during the Balkans Crisis to remedy a growing problem of asset losses and is currently in use by the Australian Defence Force stationed in East Timor.

Hardcat is positioning itself to be a strong contender for this large contract and hoping to build on its solid overseas reputation where it has won contracts with other British and United States government-based organisations.

Out-of-scope achievements 1999-2000

	% of target achieved
Strategic investment	101
Exports	89
Total employment - FTE	200
Total regional employment - FTE	58

EDS performed creditably in its first year of out-of-scope achievements. While exports and regional employment were below forecast, strategic investment was on target while total employment was significantly higher.

1. E-Business Centre

Objective: EDS has committed to establish an E-Business centre in Sydney, under a regional mandate to serve the Asia-Pacific region, supported by offices in Melbourne, Canberra and Adelaide. It will formulate technical and business strategies for the conduct of e-commerce applications in the region.

Status: The Centre was established in the second half of 1999, in North Sydney, with supporting offices in Melbourne, Canberra and Adelaide. E-solution consultants have been appointed and projects are under way at client sites in the banking, government and transport industries. This initiative also presents opportunities for SME involvement in local activities and exports. Strategic analysis to determine fit of local products and services to Australian and overseas markets is being undertaken. Already, opportunities for new business with existing and potential clients using local products and services are currently being pursued with local SMEs.

2. SME International Marketing Program
(renamed Global Partner Solutions)

Objective: EDS has committed to establish a national program (called Global Partner Solutions) to support SMEs into export markets building on the EDS Channels to Asia-Pacific Program (CHAPS) and focusing on European and North American markets.

Status: Stakeholder networks have been established with State and Territory IT industry development officials to identify suitable SME candidates for the Program. The EDS network in Asia and the United Stated have been briefed on the objectives of the program. A number of meetings and discussions have been held with high potential SME companies identified for participation in the Program. Strategic teaming arrangements have been established with seven SMEs while another twelve are under consideration. Specific opportunities are being pursued in the United States, China, South Korea, Hong Kong and the United Kingdom.

3. Lucent Network Operations Support Centre

Objective: Lucent has committed to establish a network operations support centre in Sydney as the primary support function for their customers in the Asia-Pacific region.

Status: Lucent's network operations support centre, called NetCare, was opened in North Ryde during August 1999. Exports to the Asia-Pacific have commenced and employment targets are being met.

4. Re-manufacture of Raster Output Scanners

Objective: Fuji-Xerox has committed to re-manufacture and export raster output scanners to Japan including providing resources to establish the Sydney facility and supply logistics to handle the export business.

Status: The re-manufacture facility at Zetland, Sydney has been established. The operation is fully staffed and exports to Japan have commenced.

5. SME scholarships to EDS executive course

Objective: EDS has committed to fund five scholarships for SME employees to attend a three-to-four week executive development program aimed at executives in high technology industries and developed by a tertiary institution situated in regional Australia.

Status: Commencement of this initiative has been deferred to year two of the contract, with year one commitments distributed over years 2-5 inclusive. This will allow extensive discussions with the Australian National University (ANU) on course content and material, appropriate national marketing, a rigorous selection process of SME employee candidates and engagement by EDS' Asia-Pacific Education Centre (Executive Development Specialist) in collaborating with ANU on development of content.

Group 5 - Advantra

Group 5 is comprised of the Australian Competition and Consumer Commission; Department of Communications, Information Technology and the Arts; Department of Industry, Science and Resources; Department of the Prime Minister and Cabinet; and Department of Transport and Regional Services. Its prime contractor is Advantra.

This is Advantra's first annual report. The 1999-2000 annual report submitted by Advantra showed that it exceeded all of its in-scope and out-of-scope commitments except for a shortfall with the AVA percentage.

An independent review of this annual report was conducted in accordance with Australian Auditing Standards applicable to review engagements, AUS902 Review of Financial Reports. The report was qualified to the extent that the employment level could not be verified for three SMEs (representing 11 per cent of FTEs) that were engaged to perform services under the agreement. These employment figures have since been verified by the SMEs concerned.

Submission of Advantra's industry development report was not made within the time agreed in the contract schedule. Advantra has been advised that the Commonwealth expects that future industry development reports be submitted in the timeframe agreed in the contract schedule. It should be noted that the Annual Service Charges for year one were significantly below those projected at contract signature stage. In light of the failure to meet the AVA target, a breach notice was sent to Advantra on 12 December 2000 requiring it to provide a corrective action plan. Advantra responded to the Department on 12 December 2000 and further exploration of the circumstances of the apparent shortfall is underway.

In-scope achievements 1999-2000

	% of target achieved
Australian Value Add - %	94
Australian Value Add ($'000s)	94
Payments to SMEs - %	400
Payments to SMEs ($'000s)	237
Total net employment - FTE	98
Total regional employment - FTE	106

While Australian Value Add and total employment were below forecast, payments to SMEs were significantly higher than forecast while regional employment was on target.

SME Heyday Group wins industry excellence award

At the National Electrical and Communications Association (NECA) awards, the winner of the voice and communications division for a contract greater than $500 000 was the Heyday Group, an SME from the Australian Capital Territory. These awards are the ultimate showcase for the electrical and communication industry in Australia. They celebrate excellence in both technological innovation and managerial expertise. The awards show that electrical contractors are not only installers they are the designers, specifiers and project managers.

The project that Heyday Group undertook incorporated the design, installation, testing, commissioning, documentation and maintenance of a three separate voice and data communication cabling infrastructure at the Department of Prime Minister and Cabinet. The judges recognise the difficulties in providing distribution systems for various levels of defence security. The project was undertaken as part of an overall building refurbishment. The cabling fit out requirement was to provide a baseline for migration of the Department to a corporate managed environment that would give the end user greater utility of its voice and data communications and include complex security arrangements. The network installation was carried out while the end user was still connected to and using the network.

Heyday Group was also awarded the 'Vision In Technology' Award at the NECA ACT State Awards for the design, installation and commissioning of the new PABX system at the Department of Transport and Regional Services. This major contract was awarded to Heyday Group by Advantra Pty Ltd. The project encompassed a complete replacement of the Departments out dated existing PABX system and also the installation of two new automated call centre applications residing on the new installed PABX system.

Out-of-scope achievements 1999-2000