Government information and data is open and available for business and research purposes services real user needs Staff have the skills and capability required to incorporate new approaches in their operations Key Actions Create a data agency that will better use and share data and information to improve policy making and service design Focus release of government data on value and quality Negotiate with Commonwealth to access data sets for policy and services Build data analytics capacity Reform the Freedom of Information Act 1982 (Vic) and the Office of the Freedom of Information Commissioner Develop an information management framework Service Victoria’s development of a digital distribution channel for simple, high volume transactions Consolidate Government’s digital presence Develop a framework and standards for digital assets Develop government consultation and collaboration platform Finalise CenITex’s governance arrangements and establish a performance management framework Define the modern employee ICT workplace Determine the case for shared corporate systems: e.g. finance, human resources, payroll Develop clearer advice for cloud procurement and whole of government procurement Develop a cyber strategy for the Victorian government Develop a State Emergency Response plan for cyber security Deliver targeted training for executives on their role on the boards of ICT projects Strengthen advice and guidance on ICT project delivery planning Launch a public dashboard of ICT projects over $1m Use the Public Sector Innovation Fund to identify projects that will build ICT capability Build VPS open data capability and understanding through a number of engagement mechanisms Strategy timeline for 2016/2017 2016 JUNE JULY AUGUST SEPTEMBER OCTOBER DECEMBER delivered
Introduce legislation to reform the FOI Act Review the ICT Governance Education Program Develop workplace ICT environment statement of direction Finalise CenITex’s governance Develop changes to improve ICT project delivery Develop data network statement of direction Develop human resources systems statement of direction Develop financial systems statement of direction Review the release of data Establish a performance management framework for CenITex Review how the government procures ICT Develop consultation and collaboration platform Develop an information management framework Pilot API Gateway Develop cloud service standards and procurement models Undertake a Public Sector Innovation Fund project with Code for Australia 2017 JANUARY FEBRUARY APRIL MAY JUNE Create a data agency Develop an upskilling plan for ICT capability within government Develop framework and standards for digital assets Identify potential master data sets Develop identity management statement of direction Explore data storage options Develop automated briefing statement of direction Review government’s digital presence Development of Service Victoria Key priority area Actions Information and data 1 to 6 Digital opportunity 7 to 11 Technology reform 12 to 21 Capability uplift 22 to 26 Context This Information Technology Strategy provides direction on government information management and technology for the next five years (to be reviewed annually). It supports the technology changes required to enable public sector reform and aligns with a focus on value and effectiveness. It is set in the context of increasing recognition of the value of data and information; the opportunities and disruption of the digital revolution; a focus on public sector reform and a recognition of the capability uplift needed for government to operate well in the twenty-first century. Information and data Information and data are the currency of government service delivery and policy-making. Making government information and data open (as appropriate) and transparent drives innovation in our economy. ‘Big data’ tools allow for hidden insights to be uncovered, leading to better decisions and better service delivery. Clearer analysis of government data reduces duplication and joins up services. Customers and citizens term
Figure 3 Key drivers shaping the future of public sector delivery An efficient digital workplace encompasses the technologies people use in today’s workplace, such as core business applications, collaboration tools, instant messaging and enterprise social media tools. Talent attraction 64% of employees would opt for a lower paying job if they could work away from the office Employee productivity Organisations with strong online social networks are 7% more productive than without Employee satisfaction Organisations that installed social tools internally found a median 20% increase in employee satisfaction Employee retention When employee engagement increases, there is a corresponding increase in retention by up to 87% Figure 4 The benefits of adopting a digital workplace The benefits of adopting a digital workplace are depicted in Figure 4. To achieve these benefits, organisations are dedicating more of their ICT budget to supporting digital workplace strategies with measurable returns, providing employees with the tools they require to collaborate, communicate and connect with each other. Industry engagement Government will continue to engage with the ICT industry to employ better systems for citizens and employees. Pace Layering Gartner’s ‘pace-layering’ approach for service delivery (Figure 5), proposes building adaptable services that minimise long-term disruption to core functions and operations. The government will use this approach, which focuses on small, innovative pilots (‘innovation layer’) and core corporate systems (‘systems of record’), leaving elements like licensing and housing (‘systems of differentiation’) to individual departments. See Appendix B for a list of corporate systems. Figure 5 The Gartner pace-layering model Cloud solutions Cloud computing is an effective, mature and low cost delivery mechanism for a number of government computing requirements. While it is not suitable for every application, a significant proportion of government’s operations could benefit from the cloud’s flexibility, scalability, built-in collaboration tools, delivery on mobile platforms, and automatic updating of systems. The cloud gives government more business continuity options. The government will be developing standards and exploring procurement models to reduce the friction for government agencies to make use of the cloud. Governance and implementation Strong governance This Strategy has been approved by the government and endorsed by the Victorian Secretaries’ Board (VSB), which represents all government departments and Victoria Police. It applies to all departments and the agencies outlined in Appendix A. It is expected that additional portfolio agencies will be brought within the ambit of the Strategy over time.
CENITEX Principles The government’s existing shared services will be based on principles (Figure 14) that were approved as part of the Business Support Services Strategic Review (BSSSR) in June 2015. As a critical shared service in government, CenITex is aligning itself to these principles. Defined Outcomes for shared services Benchmarking cost quality and customer satisfaction Upfront investment in the setup of shared services and fee-for-service models Standards to enable collective procurement decisions Uplift capability invest in leadership and education of existing team Performance management to incentivise participation of departments and agencies Department accountability for overall quality of service to staff and shared service decisions Service board appoint a board with customer representation for major services Customers will ‘stay the course’ departments and agency participation in strategy and future plans Adopt a ‘why not?’ approach leverage existing shared services possible Figure 14 Shared services principles Direction Finalise CenITex’s governance arrangements CenITex’s is a government ICT shared service provider for several departments and agencies. It is a state-owned enterprise (SOE) with an appointed board. This arrangement has been reviewed to ensure: appropriate accountability. a strengthening of CenITex’s customer focus and establishment of a stronger customer service direction. The CenITex board has been revised to include significant customer representation. The board has retained existing members for continuity and for their expertise. To finalise CenITex’s governance arrangements, the government will update and refresh the CenITex enabling and remove its ‘reorganising body’ status. Returning CenITex to an ongoing state body under the State Owned Enterprises Act 1992 (Vic) will provide the stability and the new sense of direction required to meet the challenges of a rapidly evolving ICT environment. Establish CenITex’s performance management framework CenITex will also strengthen its performance management framework. The CenITex will use three forms of monitoring (see Figure 15) to oversee the performance of the organisation. Business view Services view Customer view Understanding the health of the overall business, whether it is delivering in accordance with the business plan, Understanding whether this service is achieving the performance metrics set and expected by its customers, whether this service is competitive Understanding whether each customer is receiving the service they signed up for, whether the customer feedback has been positive, negative or