Statement of our strategy

As indicated in the scope—this document is a statement of our strategy. It sets direction and establishes working principles which our business implementation plans can reference—and against which they can be tested.

Key Projects

The strategy is not an outcome in itself but inevitably there are some key projects which will be critical launch pads for aspects of it. For example:

  • Common Data Platform
  • iConnect—a whole of government platform to orchestrate digital transactions
  • ERP convergence
  • The establishment of on‑demand cloud infrastructure

These and other projects will be established through the relevant funding and governance processes.

In an overarching sense, the implementation of all ICT activity in line with the Strategy will be the responsibility of the Digital Service Governance Committee (DSGC). Further to this, Economic Development already have accountability for economic growth and this strategy simply supports their work and provides a broader technology context. All aspects of the Strategy implementation are subject to the availability and approval of funding. This has the potential to constrain the scope and/or extend the timeframe of the strategy implementation.

Ultimately, success is generated by the day to day activities of all individuals using the Strategy as a guide to decision making. The sum total of these decisions and actions generates the momentum that creates successful and cohesive Digital outcomes across the whole of government.

To align our work plans to this Strategy, the Chief Digital Officer will facilitate a series of Digital Strategy Workshops with each directorate to review their respective technology and business plans through the lens of this Strategy. Included in this exercise will be the determination of “what success looks like”—from an individual directorate and whole of government perspective.

In addition, a self‑assessment scorecard will be produced to track progress against the strategy principles over time.

Directorates have adopted a range of strategy and planning tools and are at various stages of maturity in their use. Some have gained great value from business capability modelling which maps the services to be delivered against the requisite organisational capabilities. Others have adopted an approach aligned to an enterprise architecture view—other simply plan through a comprehensive program of work.

All of these approaches are appropriate noting the ‘ages and stages’ of the directorates. The purpose of the Digital Strategy Workshops is to align these plans to the overall whole of government direction.

The mantra for the Chief Digital Officer will be to ‘do it with you—not to you’.

The result of these workshops will be to provide a view of the Digital Strategy implementation plan through the initiatives of directorates—that is the business initiatives, together with some focussed foundational initiatives will be the vehicle for implementation.

Under the governance principle, the DSGC will oversee the implementation of this Strategy and provide whole of government oversight to all technology initiatives. In addition to the current governance arrangements, which focus largely on the annual planning business case cycle, the DSGC will provide month by month oversight and direction to the individual business group strategies, plans, investments, implementation and lifecycle management.

An important aspect of the DSCG agenda will be for each directorate to present and maintain a roadmap for their portfolio of systems and applications. This will support investment decisions by providing a strategic context and ensuring there is not a build‑up of technology debt and risk.

This strategy document will be followed by a strategy implementation roadmap which will be constructed collegially and managed as a measure of our digital progress and enterprise cohesion.

CONCLUSION

With the appointment of the inaugural Chief Digital Officer (CDO), the ACT government signalled a change—a change that brings the ‘disruptive’ elements of the CDO role. It is also one to bring cohesion to our digital activities.

This Strategy will not answer all the questions. But it does form a foundation for thinking and action. It provokes an ongoing and dynamic conversation that makes us think differently about how we do things—challenging the routine practices of the past.

It also draws us together as one government, one public service with one common vision:

To be a fearlessly digital city/state that has embraced revolutionary and innovative technology to grow and diversify our economy, connect our people, accelerate our learning, and nurture our culture and community.

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