ICT_Strategy_Web_FINAL-1

Western Australian Government
Information and Communications
Technology (ICT) Strategy
2016 - 2020
Digital WA:

www.gcio.wa.gov.au

Front cover photograph ©The Scene Team

This document, Digital WA: Western Australian Government Information and
Communications Technology (ICT) Strategy 2016 - 2020 is licensed under a Creative
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Australia (Office of the Government Chief Information Officer) as author, indicate if
changes were made, and comply with the other licence terms.
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Attribution: © Government of Western Australia (Office of the Government Chief
Information Officer) 2016
Notice Identifying Other Material and/or Rights in this Publication:
The Creative Commons licence does not apply to the Government of Western
Australia Coat of Arms. Permission to reuse the Coat of Arms can be obtained from
the Department of Premier and Cabinet.
Published by the Office of the Government Chief Information Officer (Western
Australia) 2016.
Copies of this Strategy are available on the website of the Office of the Government
Chief Information Officer at www.gcio.wa.gov.au.
Enquiries:
Office of the Government Chief Information Officer
Dumas House, 2 Havelock Street, West Perth 6005
Locked Bag 11 Cloisters Square, Perth WA 6850
Telephone: (08) 6551 3901
Email: enquiries@gcio.wa.gov.au
Website: www.gcio.wa.gov.au.
Photograph courtesy of
Tourism Western Australia

Western Australian Government ICT Strategy 2016 - 2020 3

Context

The Western Australian Government ICT Strategy 2016 – 2020 is the result of consultation across the public sector and ICT industry. It positions the public sector as a whole to use the
opportunities provided by current and emerging technologies to deliver efficient, reliable ICT services that support exceptional public services.
Along with other Government strategies and plans, this Strategy should inform the development of individual agency business strategies to ensure efforts are aligned across the public
sector to deliver the maximum possible benefit to the community. In particular, this Strategy should be used to guide the development and delivery of agency ICT strategies and plans,
which support the individual objectives of each agency. This Strategy will be coordinated by the Office of the Government Chief Information Officer, and delivered in partnership with
Inform&Support
other public sector agencies.
Other Government Strategies and Plans
WesternGovernment
Agency Agency ICT Agency Projects Agency
AustralianAgenda and
Strategy Strategy & Operations Services
CommunityPublic Policy
Inform Guide Support
State ICT Strategy
The scope of this Strategy covers and includes the entire public sector1
, including all departments, statutory authorities and government trading enterprises. While universities and local
governments are not covered, outputs delivered by implementing the Strategy will be available for use by any public body to maximise benefits to the community.
The Office of the GCIO will continue to collaborate across the public and private sectors throughout the life of the Strategy to ensure that it remains relevant, effective and achievable.
The Strategy will also be regularly reviewed to ensure that it supports other whole-of-government agendas such as Red Tape Reduction, and the State Emergency Management
Committee Communications Strategy.
1 As defined annually in Note 8: Composition of Sectors, Notes to the Financial Projections, Appendix 1: Detailed Financial Projections, Economic and Fiscal Outlook, Budget Paper No. 3, Western Australian Government Annual State
Budget. For more information, visit www.ourstatebudget.wa.gov.au.


Contents

Foreword......................................................5

Introduction ...................................6

Executive Summary ...........................7

Part 1 - Strategy
Vision ............................................................10

Governance...................................................13

Roadmap Initiatives ......................................14

Core Capabilities...........................................15

Outcomes and Benefits.................................16

Government Cloud Migration.......................17

Part 2 - Implementation
Background...................................................18

Approach ......................................................19

Change Management ...................................20

Risk Management.........................................21

Benefits Management ..................................22

Agency Benefits and Impacts........................23

Maturing Core Capabilities ...........................25

Financial Management .................................26

Glossary...................................... 29

Appendix 1 - Roadmap Themes....................................30

Appendix 2 - Core Capabilities .....................................39

Appendix 3 - Delivery Controls.....................................41

Appendix 4 - Strategic Principles..................................42


Foreword

Premier’s Foreword

Western Australia is recognised internationally as an ideal location for innovation and development. Investment in world-class projects such as the
Square Kilometre Array (SKA) radio telescope, the Pawsey Supercomputing Centre, and the Internet of Everything (IoE) Innovation Centre in Technology
Park, serve to highlight the opportunities emerging in our state.
Our state is the largest geographical jurisdiction in the world and Perth is one of the most remote capital cities. New technologies, and transforming
how government operates to take full advantage of them, will allow us to reduce barriers previously imposed by distance. Western Australians deserve
access to fast, convenient and reliable government digital services. This Strategy charts a path for the public sector to make that a reality.
TheGovernmentiscommittedtomaintainingandimprovingservicedeliverytothecommunitythatenhancesandsupportsthelifestyleandopportunities
of all Western Australians. The effective governance and use of technology by the public sector are key drivers for this to succeed.
This Strategy will support a stronger and more broad-based economy, building on the state’s long record of smart solutions.
Minister for Innovation’s Foreword
Hon Colin Barnett MEc MLA
Premier; Minister for Tourism; Science
The public sector currently spends over one billion dollars a year buying and supporting ICT goods and services. Changing how we procure and implement
technology effectively should not only reduce the current cost, but also free up funds to reinvest in new infrastructure and community services. Smart
use of information and technology will contribute towards the reduction of government red tape, saving the community and businesses even more. This
Strategy will also benefit local businesses and entrepreneurs as agencies seek innovative ways to operate and deliver services.
Greater coordination and reuse of technology across government agencies, as well as easier access to high quality information, will make it easier for
agencies to identify and focus their efforts on the most important community issues and concerns. Delivering digital and digitally-supported services as
part of one government serving one community will result in better outcomes and greater benefits for less cost at a lower risk.
Hon Bill Marmion BE MBA MLA
Minister for State Development; Finance; Innovation


Introduction

It is an exciting time for Government, with more
opportunities than ever before to improve how Western
Australians live and work through the use and adoption
of new technologies. To realise these benefits the
Government, businesses and the community will need to
work together to create a sustainable future for delivering
government services in Western Australia – a Digital WA.
This Strategy is an important part of that process, a map to
guide the public sector in seizing the opportunities provided
by new technologies in order to reshape the way services
to the community are planned, delivered and supported.
Government services will increasingly become digital,
delivered online and conveniently accessible through a single whole of government
portal. Interoperable systems and networks will allow seamless connectivity and service
delivery between agencies. High quality data from across the entire public sector will drive
analytics for government decision making, and result in more and more open data being
provided to the community. Effective use of cloud and other pay-as-you-go options will
allow government to move away from owning and maintaining expensive ICT assets, and
instead reinvest in improving service delivery to the community.
Change is needed because ICT is no longer only about information and communication
technology, boxes and wires, programs and processes. Technology and the need for
information have pervaded every aspect of the modern and increasingly digital world.
Mobile devices and social media play an increasing role in both professional and private
lives. Cloud computing and data analytics bring capabilities previously only available to
large governments and corporations into every home or office. The Internet of Things,
consumer robotics and automation will multiply people’s ability to control or collect
data about their world. Businesses are being disrupted and created through the sharing
economy.
The services needed by the community
in “ICT is no longer only aboutare also changing. Public demand
key areas like health, transport, social
information and communicationservices and emergency response is
increasing. Ready access to cheap, technology, boxes and wires,
powerful technology at home means programs and processes.
more people want government services
and increasingly digital world.
to be as quick and easy to use as Google, Technology and the need for
Amazon or eBay. information have pervaded
These issues are about more than every aspect of the modern
just technology. They’re about how
technology affects people’s lives.
Because of this, strategic decisions about technology will focus less on hardware and
software, and more on how to deliver government services in a global and fast-changing
environment. The audience for this Strategy is therefore broader than only those managing
and delivering ICT services within an agency. The entire public sector needs to develop and
mature the capabilities required to turn government into digital government, in order to
meet the expectations of a community living and working in a digital world.
This Strategy requires change, and will both need and enable a cultural shift towards
innovation, collaboration, and transformation across the public sector, involving everyone
from Directors’ General and Chief Executive Officers, through Chief Information Officers
and other senior business leaders, down to and including the newest graduate or trainee.
Creating a Digital WA is not something the public sector can do alone, but only with the
support and engagement of business, industry and the wider community.
Giles Nunis
Government Chief Information Officer

Western Australian Government ICT Strategy 2016 - 2020

Executive Summary

Government Strategic ICT Vision
DRIVES
The Digital WA: Western Australian Government ICT Strategy is driven by a vision
of better services delivered to the community, supported with innovative uses of
technology by a public sector that is mature in its digital capabilities. The Office
of the Government Chief Information Officer (Office of the GCIO, or OGCIO) has
developed this Strategy through consultation across the public sector and with
Governance Layer the ICT industry in order to realise this vision.
“To increase the likelihood that this Strategy
DELIVERS
Delivery Layer
Delivery
Controls
Key Principles Strategic Goals
Roadmap
Initiatives
Core
Capabilities
Outcomes/
Benefits
OVERSEE SHAPE REALISE
DEVELOP
ENABLE
will be successful, a solid layer of governance
will operate throughout the full lifecycle.”
To increase the likelihood that this Strategy will be successful, a solid layer of
governance will operate throughout the full lifecycle. With regular reporting of
progress and performance to Cabinet, strategic oversight and direction provided
by the Directors’ General ICT Council, and program and project oversight and
direction provided by senior business and ICT executives from across the public
sector, the Strategy will be delivered in line with clear guidelines and controls.
Implementation of the Strategy will be undertaken through a series of key and
supporting initiatives outlined in a high-level Roadmap. Successful piloting of
these initiatives by lead agencies, with the support of the Office of the Government Chief Information Officer, will help to deliver and mature core capabilities required within the public
sector. This will enable the government’s desired outcomes to be met by the Strategy, and the realisation of the State’s ICT strategic goals and the resultant benefits that will be returned
to the community of Western Australia.
7


Executive Summary

Government ICT Strategic Goals:
Realise a simple and interconnected government delivering effective community services...
SIMPLIFY technology platforms, sytems and standards as part of a unified government
CONNECTagencies and the community through digital services and system integration
INFORM decision-makers, frontline staff and the public with quality data and analysis
Government ICT Key Principles:
Shape public sector culture for effective decisions about technology to support service delivery...
INNOVATE by looking for better ways to use technology to deliver public services
COLLABORATE by actively working together to deliver consistent, integrated public services
TRANSFORM by ongoing adoption of improved systems or practices that demonstrate value
Government ICT Delivery Controls:
Oversee projects and services to ensure accountability and deliver successful outcomes…
GOVERNANCE that is strong, disciplined, strategic and appropriate to the size and type of project
PLANNING that is consultative and sufficiently detailed to provide confidence in an outcome within
an agreed scope
RISK and benefits management focused on maximising the likelihood of success, not minimising all
chance of failure
PRINCIPLES for decision-making that facilitate delegation, agility and flexibility within an approved
strategic context
MONITORINGand reporting that enables progress to be objectively verified and regularly reviewed
SIMPLIFY
Things don’t need to be complicated
Implementation of common frameworks and platforms will lead
to less duplication and more efficient use of technology. Clear ICT
policies and standards will guide agencies alignment with whole-
of-government ICT objectives and leverage commercially attractive
contracts and services as part of a single, unified government.
Greater use of “pay as you go” and “as a Service” solutions will
allow agencies to focus resources on systems supporting the unique
core services they provide.
CONNECT
Everything connects to everything else
Access to digital government services will make online transactions
easier than ever. Agencies will share information to deliver
projects and services efficiently and more targeted to community
needs. Agency systems will share data and functions using secure
networks to deliver seamless services to the community online or in
person. A broader range of sourcing options and more streamlined
procurement will foster more effective ties between government
and the evolving technology sector.
INFORM
Knowledge is the first step to success
Reliable, relevant data will inform government officials to support
well-coordinated and timely decisions. Frontline staff will have
easier and more mobile access to information sourced securely
from systems across government. Enhancement of digital skills
and knowledge within the public sector will assist in making better
use of new technologies, and enable closer cooperation between
business and ICT professionals within agencies. Ever-increasing
availability of high quality open data will support the economic
growth of the local business and start-up community.


Executive Summary

INNOVATE
Look for better ways to do things
Agencies will explore new ways to deliver services by
maximising the use of new technology and engaging with
the broader community. The risks of trying any new idea
will be understood and managed appropriately. ICT staff
with strategic business skills will give trusted advice on the
potential of current and emerging technologies to support
and improve service delivery.
COLLABORATE
Work together for mutual benefit
Agencies with similar functions will build systems on
common standards and platforms. Systems will exchange
data securely and enable workflows that span the public
sector seamlessly. Cooperation across public and private
sectors will result in solutions that benefit more of the
community. Agencies will find and share resources and
expertise across the sector.
TRANSFORM
Adopt and adapt for new value
Agencies are expected to be more agile, using modern
technology to adapt to opportunities and challenges.
Government enterprise architecture will show how
different roles, systems, information and technology
impact on business functions and services. Business
structures and staff training will be suitable and flexible to
enable well-controlled change management.
Roadmap Themes Core Capabilities Outcomes/Benefits
• Information and Analytics
• People Capability
• Sourcing and Innovation
• ICT Business Management
• Online Self-Service
• Digital Security
• Technology Platforms
• Governance and Strategic Policy
• Evolving our Culture
• Empowering our People
• Improving our Processes
• Harnessing our Data
• Opening our Systems
• Converging our Technology
• Stability of ICT project and service delivery
• Efficiency in the cost of delivering ICT services
• Transparency in ICT governance and service delivery
• Capability of the public sector to respond to changing
community needs
Key Performance Indicators Whole of Government stretch targets for 2020 and beyond...

Stability Transparency Efficiency Capability
• >90% of the ICT components of major
projects are completed on time and
within budget
• >90% of government digital services
meet or exceed agreed and published
service levels
• >90% of agency chief executives are
confident in the quality of their ICT
governance to inform good decisions
• >75% of financial and information service
transactions with the public are done
through digital channels
• >10% overall reduction in the annual
cost of delivering current (2016-17) ICT
services by the end of the Strategy
• >90% of ICT reinvestment plans deliver
the targeted return on investment
• >90% of agencies reach maturity
level 3 or higher in all strategic core
capabilities


Part 1 - Strategy

Vision
The community of Western Australia expects access to quality government services when
and where it’s convenient to them. Public sector employees need to be supported in their
delivery of services with access to high quality, relevant data from any government agency.
Local technology businesses expect to support, and be supported by, the government in
developing innovative ways to improve services.
This Strategy will create a scalable and reliable digital foundation to meet the needs of
the Western Australian government. More optimised and efficient use of technology will
Accordingly, the Western Australian government is embarking on a program to
achieve the following goals:
Simplify how agencies use technology to support and deliver services through
common platforms, systems and standards as part of a unified government;
Connect public sector agencies more closely with the community and each other
through digital service delivery and system integration; and
Inform decision-makers, frontline staff, the community and the private sector through
easier access to quality, reliable data and analysis.
allow services to be delivered that are more accessible, cost less, are supported by digitally
skilled staff, and result in better outcomes for the community.
Like many others around the world, Western Australian government agencies do not offer
enough services on-line, or have them interconnected with other agencies to provide
a seamless experience. With more than one hundred agencies that operate largely in
isolation, there is a real need for a change that will minimise infrastructure duplication,
costly technology implementations and delays in meeting community needs.
Government Community Government

Frontline Services Online Services

To find out what the Strategy will deliver to realise this Vision, see page 14. To find out how successful delivery of the Strategy will be supported, see page 18.


Part 1 - Strategy

A vision for the community...
People will be able to transact securely online with government through a single digital needs in order to provide enhanced, quality services that meet community expectations.
portal at a time, place and using a device convenient for them. Their own personalised Interoperable systems and automated processes will allow follow-up services and
profile will provide people with immediate access to key information and services from information to be provided quickly by other agencies.
relevant agencies that they’ve chosen. Privacy will be maintained by giving people the
choice to opt in to use these services, and to have a significant degree of control over how Decisions about what and how services should be offered to the community will also
much of their private data can be shared between different government agencies. improve. Data from across government will be analysed to enable holistic, fully-informed
plans that support coordinated, cross-agency delivery. Access to consistent and reliable
Frontline staff such as police, doctors and teachers will be supported with fast, mobile data about people who interact with multiple government agencies will allow the
access to all the contextual information they need about a person’s case, circumstances or effectiveness and efficiency of service delivery to be better evaluated and focused.
Case Study: In 2012, the United Kingdom government first launched GOV.UK, a single portal to replace government websites and offer online services. By mid-2015, over 12
million individuals accessed the site every week, with over 30,000 people active on the site at any one time during the day. In 2014-15, GOV.UK (including the attached identity
verification service) saved the British government £98 million ($AUS 198 million), with many of the highest volume services at or approaching a 100% uptake of the digital channel.
WA Police
WA Health Department
11


Part 1 - Strategy

A vision for business...
Dataclassificationandstandardswillallowmoreopendatawhilemaintainingconfidentiality
and privacy. Businesses, individuals and start-ups will have access to government data of a
higher quality than ever before.
Robust,streamlinedandtransparentprocurementwillallowlocal,nationalandinternational
businesses to provide ICT services to government more easily and at a lower cost. Agencies
will actively seek innovative proposals through partnering, crowd-sourcing and other non-
traditional approaches, particularly seeking to encourage investment in small-to-medium
sized enterprises within the Western Australian economy.
The focus of what the government buys will change, moving away from owning capital
intensive goods like hardware and on-premises software, and towards a greater use of
ICT services offered under a “pay as you go” consumption model. The government will
also act more often as a single customer bloc to obtain greater value for money through
negotiating lower whole-of-government prices for technology services.
Case Study: The Australian Federal Government launched its open data portal, data.gov.au, in 2011. Built on an open source platform, the site currently holds over 7,000 datasets,

almost 4,000 of which allow direct API access by software and over 5,000 of which are free. Innovative use of government data from this source is rewarded every year through GovHack.

The 2015 winner in this category was Question Time, an app by Team Executive Swivel that uses an interactive game to help people understand how individual federal politicians have

voted on a range of public policy issues.
A vision for the public sector...
Government agencies will mature their ICT capabilities with strategic competency, business
and market knowledge, and strong technical leadership. Agency business and ICT experts
will work together to enable greater collaboration and strategic thinking. Digital training
for all staff will accompany increased access to new technology options to facilitate better,
faster and more reliable services to the community.
Connected infrastructure will provide mobility and flexibility, with staff in regional
Western Australia receiving a comparable experience and quality of service as those in
the metropolitan area. Interoperable systems and networks will allow staff from different
agencies to work together and share resources easily and securely.
Common systems that support similar business functions or clients across government will
allow agencies to focus more of their resources on the unique services they provide to the
community. A collaborative environment that allows expertise or under-utilised resources
in one agency to be identified and re-used by another will further reduce the cost and
increase the agility of ICT service delivery.
Case Study: In 2014, the Scottish Government awarded a contract for the creation and management of the Scottish Wide Area Network, or SWAN. A secure public sector network using
commercial carriers, SWAN currently connects over 3,000 government locations across the country, allowing faster, safer access to secure systems and networks for staff.


Technical and/or
Business Working
Group(s)
Working
Group(s)*
Project Boards
and Working
Group(s)
Part 1 - Strategy

Governance
The success of the Strategy will rely on strong ICT governance being in place in each agency reporting through the Minister for Innovation to Cabinet. Independent advice from the
and operating at a whole-of-government level. Staff involved in ICT governance should be public and private sector will be provided by a new Community ICT Council. Both ICT and
properly trained, knowledgeable and empowered to make decisions and take action to business experts from the top tiers of agency management will provide support through
ensure that projects and services are delivered according to plan, and that those plans are the ICT Advisory Committee. The Office of the Government Chief Information Officer will
clearly scoped, appropriate, and meet identified business needs. facilitate and provide executive support for these groups. Additional program and project
boards will be established with cross-sector membership for specific initiatives within the
Responsibility for overseeing this Strategy sits with the Directors’ General ICT Council, Roadmap.
Standing Strategic Initiative Specific Individual Agency

Governance Groups Governance Governance

Community
ICT Council*
Each layer of governance is responsible for providing advice or oversight at the
Minister for Portfolio appropriate level to ensure:
Innovation Minister
DG ICT Council
ICT Advisory
Committee*
Project
Program
Board*
Board(s)*
DG/Corp Ex
ICT Board
• Proper controls are in place and exercised over the delivery of Strategy
Initiatives and other projects;
• Changes to public sector capabilities, behaviour and culture are managed in
line with Strategic Principles; and
• Agency and sector resources are prioritised and directed towards achieving
Strategic Goals and realising targeted benefits.
Cabinet
13


Part 1 - Strategy

Roadmap Initiatives

Technology Platforms Sourcing and Innovation
Cheaper access to better Improve how government finds
Incorporate
technology across the sector and procures ICT services
Digital Security People Capability
Trusted and appropriate security Identify and address gaps in
Change for data & transactions workforce digital skills
Online Self-Service Information and Analytics
Easier access to more government Combine and use quality data
digital services to inform decision-making
Prepare
ICT Business Management Governance & Strategic Policy
Key Initiatives Digital Services Innovation Digital
Portal Hub Workforce
Digital ID
ICT Resource Government
Government
Analytics
Secure Data
Better and more efficient
management of ICT resources
Direction for transparent ICT
decisions in government ICT
GovNext_ICT Sharing Portal Solution
Marketplace
Exchange
SIMPLIFY CONNECT INFORM
Each Roadmap Theme will deliver one or more Key Initiatives intended to introduce new capabilities to the sector and community. This will involve a lot of change within agencies, which
will need to be carefully managed at both whole-of-government and individual agency levels. Other initiatives within the Roadmap will prepare the sector for these key changes, or help
agencies to integrate the new capabilities into their business-as-usual practices and service delivery.
Over the life of the Strategy the Roadmap will evolve and be updated in line with progress and changes in technology and the public sector. All timeframes included in the Roadmap are
indicative and high-level, subject to detailed planning and assessment for each initiative.
To find out more about the Roadmap Themes and Initiatives, see Appendix I on page 30. To find out about the Strategy’s approach to implementing Roadmap Initiatives, see page 18. To find how Roadmap Initiatives will be funded,
see page 28.


CULTURE
PEOPLE
PROCESS
DATA
SYSTEMS
TECHNOLOGY
Risk Management
Online Service
Delivery
Sector-wide
Co-operation
Business-ICT
Integration
Partnering &
Engagement
Digital Skills
Key principles to harness and drive cultural change
INNOVATE COLLABORATE TRANSFORM
Part 1 - Strategy

Core Capabilities
The Strategy identifies eighteen different core capabilities, aligned with the three Key Principles across different business layers, which need to be developed and matured across the
public sector in order to realise the vision of Digital WA.
Each public sector agency is likely to be at different levels of maturity for
each capability, and will progress at different rates.
While the various Roadmap initiatives will assist in developing these
capabilities, each agency will also need to undergo their own ICT reform
journey, based on their own maturity levels, resources and business
priorities.
This will be monitored through the Strategy’s regular reporting process
(see page 22) and any coordination required between agency activities and
Roadmap initiatives will be facilitated by the OGCIO.
Solution Design
Business
Intelligence
Agile Sourcing
Information
Management
Information
Exchange
Data Quality
& Security
Digital Business
Systems
Interoperability System Design
Use of
Technology
Integrated
Communications
Scalable
Infrastructure
To find out more about these core capabilities, see Appendix 2 on page 39. To find out more about how capabilities will be assessed and measured, see page 22.

To find out more about the capability maturity model, see page 25. The maturity model will be fully documented in a subsequent document, Digital WA: Government Strategic ICT Capability Maturity Model

15


Part 1 - Strategy

Outcomes and Benefits
To ensure that the Vision delivers the benefits to the community desired by Government,
key outcomes that span the Strategic Goals have been defined. The extent to which these
Outcomes are achieved, and are supporting the Vision, will be measured through Key
Performance Indicators (KPIs).
Simplifying the public sector ICT environment should result in less complex projects that are
therefore more likely to succeed, as well as lower costs and better return on reinvestments
due to less duplication and waste. Connecting agencies should improve major project
To monitor progress in improving ICT
maturity across the sector, a reporting
process will be implemented to ensure
targeted benefits are realised.
The OGCIO, on behalf of the Directors’
General ICT Council, will report to Cabinet
every six months on how compliance
with the Strategy is being achieved by the
sector as a whole.
This report will include whole of
government performance against the KPIs
as well as metrics to track agency progress
in delivering Roadmap Initiatives.
To find out more about the Key Performance Indicators and Targets, see page 22.
outcomes through improved collaboration, and allow digital services to be seamlessly
delivered to the community.
Information that is higher quality and analysed properly should enable better governance
decisions, and support government digital services that provide data of real value to the
community.
The capabilities developed and matured by the public sector throughout the life of the
Strategy should in turn improve simplification, connection and information.
ICT Projects completed on time & budget
Digital Services meet published SLAs
ICT Governance
gives confidence
Digital Service used by the community
Agency Capability and maturity levels increased
Annual Cost of
ICT reduced
ICT Reinvestment
plans deliver ROI
STABILITY
of ICT project and
service delivery
EFFICIENCY
in the cost of delivering
ICT services
A Outcome A Key Performance Indicator
TRANSPARENCY
in ICT governance
and service delivery
CAPABILITY
of the public sector


Part 1 - Strategy

Government Cloud Migration

Cloud computing has brought about a change in the economics of ICT services. Most major
vendors now offer products as Software as a Service (SaaS), Platform as a Service (PaaS)
or Infrastructure as a Service (IaaS) with users paying on a subscription basis. Many new
solutions are only available as a service in the cloud.
The Western Australian Government is committed to the adoption of cloud computing and
other pay-as-you-go services wherever they will deliver value and are fit for purpose. Using
innovations in cloud computing and transformation within the ICT industry will transform
the ICT capabilities of the public sector to be more agile, cost effective and focused on the
business needs of agencies delivering services to the community.
Projects can be delivered faster, capacity scaled up and down quickly in response to
changing demand, and unneeded systems turned off immediately; all without needing
to own or manage the back-end technology. Using cloud services can result in significant
savings, but only if ICT practices change to take advantage of the benefits. A simple “lift
and shift” approach will only result in higher costs due to paying for all services all the time,
instead of only provisioning and paying for the capacity actually needed at any given time.
A Common Sense, Hybrid Approach

This Strategy is not a “cloud first” policy. As outlined in the
Strategic Principles (see page 42) the first preference will be
to reuse or adapt existing systems if suitable. However, using
a subscription-based cloud service that meets the needs of
the business will be preferred over buying new hardware or
software.
Agencies should evaluate cloud and other pay-as-you-go
options for all new or redeveloped ICT services and projects.
Any decision to use cloud services should be based on the
merits of the solution as it relates to an agency’s risk appetite,
security requirements, operational needs, and value for
money. A Cloud Policy will accompany this Strategy to help
guide agencies in making these evaluations.
Not everything can go in the cloud. Some software requires
special hardware to be installed onsite. Some services
marketed as “cloud” aren’t, and would cost, rather than save,
money. In some cases security, data sovereignty, accessibility
or even legislation may prevent an otherwise suitable cloud
service from being used.
Most government services can be supported using public
cloud services operated by private vendors, with many
certified to host unclassified data2
. Agencies can also consider
virtual private clouds (locked environments created in public
cloud infrastructure) or private clouds (offered on secure,
dedicated physical hardware).
2 Under the Australian Signals Directorate’s Information Security Registered
Assessors Program (IRAP)
Reasons for agencies to use
Public Cloud...
1.Development and Test environments
that are easily turned off when not in use.
2.Rapid prototyping to develop proofs of
concept with little upfront commitment.
3.Supporting special events that require
large ICT capabilities.
4.Supporting business change programs
that require new systems to be rapidly
deployed.
5.Disaster Recovery (DR) environments
that are rarely activated.
Case Study: In 2014, Brisbane hosted the world’s first G20 Summit to be fully supported in the cloud. A vendor delivered a virtual private cloud that delivered scalable, secure
infrastructure for the two-day event, supported in their two public cloud facilities in Melbourne and Sydney. All ICT needs of the summit were met, and after the event all services were
turned off at no further cost.



Background

Public sector agencies in Western Australia have delivered highly innovative and successful
ICT projects. In 2009, the Insurance Commission of Western Australia (ICWA) working with
WA Police launched one of the first online traffic crash reporting service in Australia (www.
crashreport.com.au). In 2010 multiple agencies were connected into a single network by
the Department of Finance (Government Campus Network). Also in 2010, WA Police was
used as a case study in how to implement business intelligence to support performance
management by ICT research and advisory firm Gartner, Inc. More recently, in 2015, the
Department of Sport and Recreation was used as a case study by Microsoft in how to
successfully migrate to the Microsoft Azure cloud.
Not all projects have been as successful, however. Two of the largest government projects in
recent years - the Office of Shared Services, and the Fiona Stanley Hospital - cited problems
with implementing or managing ICT systems as significant concerns. When government
ICT has been compared to other states in 2015 by third-parties such as Intermedium and
IT News, Western Australia consistently ranked at the bottom.
The Government of Western Australia decided to address this issue with the creation of
the Office of the Government Chief Information Officer (Office of the GCIO, or OGCIO),
which was formally established on 1 July 2015. The Office was charged with developing the
state’s first Government ICT Strategy, which has resulted in this document.
Western Australia aims to take advantage of the experiences of other state and national
governments that are further ahead in their digital transformations, reusing and adopting
those strategies that have been successful and hopefully avoiding issues that have caused
problems. The maturity and diversity of technologies available today - particularly in the
cloud, app and mobile spaces - is far greater and cheaper than ever before. And both the
current and future workforce and community boast a far higher percentage of digitally
literate people.
There are many challenges in attempting any large-scale transformation of how the
government uses technology. The current economic climate is extremely tight, with
few funds available for new investment, and the cultural inertia inherent in any large
organisation will make planning and managing change of particular importance.
However, the time to act to improve government ICT is now. A failure to act will only result
in Western Australia falling even further behind the rest of the country, at the very time
when community expectations are being shaped by the likes of Apple, Google, and eBay.
This Strategy provides a clear future for all public sector agencies to work towards: Digital
WA. By leveraging economies of scale and collaborating across the entire sector, the
government will deliver real, measurable value and benefits to the community of Western
Australia.
This document provides the high-level vision and approach to realising that future.
Additional detail will be provided in subsequent releases, including annual Implementation
Plans, a more complete Strategic Capability Maturity Model, and further guidance for
public sector agencies in the form of policies, frameworks and guidelines.
18



Approach
The success of this Strategy is heavily dependent on leadership, collaboration and each initiative, public sector agencies will classify themselves in various roles such as
the capability of the public sector as a whole. The OGCIO will create an environment, Lead, Support or Adopter. The OGCIO will work closely with Lead agencies for whom that
governance and reporting structure to ensure Roadmap initiatives are designed with a initiative is a high priority and with the intention to pilot new platforms, frameworks or
true whole-of-government perspective, and are deployed with as little adverse impact on processes that deliver value.
agencies as possible.
Governance structures will ensure that support agencies are engaged throughout the
It is not possible for the entire sector to adopt each initiative at the same time, due to initiative. Adopter agencies will plan implementation of new initiatives at an appropriate
each agency being at different maturity levels in different capabilities. Therefore, for time based on the experience of Lead and Support agencies.
Governance Approve Review Monitor
The timeframe for each initiative in the Roadmap OGCIO Assist
(see Appendix I on page 30) only covers the
period until the Lead agencies have completed Plan Propose Develop Pilot
Lead
the initial pilot.
Agencies Integrate
Full adoption across the entire sector - or even
across all business units within a Lead agency -
will take longer and extend beyond the lifetime Support
Engage Monitor Plan Propose Integrate
of this Strategy. Agencies
Adopter
Monitor Propose & Integrate
Agencies
Roadmap Timeframes
LEAD SUPPORT ADOPTER
Initiative is a top priority, Initiative is a priority, Initiative is not a priority,
committed to early committed to implementing, will eventually implement,
implementation, key partner and partner in planning and will leverage lessons
in planning and governance. and governance. and results of others.



Change Management

The OGCIO will play a significant role in managing the change introduced by this
Strategy across the public sector. The impact of these changes will be closely monitored
by established government governance committees (see page 24). However, change
management within each agency will need to be led by that agency’s senior management,
with additional support and value added by the OGCIO as appropriate.
Mandatory vs. Optional Changes
Anything within the Strategy that is mandatory for all agencies to comply with
will be contained within an approved and published policy, framework or
standard (for examples, refer to page 30 in Appendix I).
Cabinet or the Directors’ General ICT Council may decide to make one or more
initiatives, frameworks or platforms delivered through the Strategy operate
on an opt-out basis, requiring a business case to be approved at one of those
groups in order for one or more agencies not to be involved or comply.
In all other cases, involvement in Roadmap initiatives or use of platforms and
frameworks delivered by the Strategy will be on an opt-in basis.
At all times, agencies will be expected to make their decision on when, if, and to
what degree to be involved in different aspects of the Strategy based on sound
commercial principles of value and benefits balanced against cost and risk.
It is expected that this Strategy will introduce significant change across the sector, such as
the shift away from capital intensive asset ownership towards pay-as-you-go consumption
services (see page 26). ICT roles within government will change focus more on business
service delivery, data management and a stronger commercial orientation due to major
service-oriented contracts with ICT vendors. The extent of the change across the public
sector should not be understated, but rather must be understood and managed.
Photograph used with permission
20



Risk Management
Governance across ICT-related projects must ensure that scope, risks and benefits are properly
managed. This requires the establishment of appropriate parameters to determine how much risk a
project can accept and safely accommodate. The extent of uncertainty and risk in a project should
reflect, but not be greater than, the extent of measurable benefits that the project or service is
intended to deliver.
Proper governance of this Strategy requires a whole-of-government ICT Risk Management discipline
that can manage project or sector-wide risks effectively. This responsibility has been delegated by
Cabinet to the Directors’ General ICT Council. To assist in this, a public sector ICT Risk Register will be
established to record whole-of-government or individual agency risks that may impact the Strategy.
The register will be accessible by agencies and the public to promote transparency and accountability
across the sector.
Top Government ICT Strategic Risks:
Agency Adoption: Implementation will rely on the active support and involvement of agencies
across the public sector. Agencies must have not only the executive will to participate, but also
possess the capability, capacity, and financial flexibility to undergo the changes that the Strategy will
introduce.
Industry Capability: The Strategy involves a shift towards a greater reliance on services
provided by the private sector, in order to free up agency resources to focus on issues more central
to government service delivery. The ICT industry must be able to support the government sufficiently
during this transition.
Legal Barriers: Many Acts, Regulations and contract clauses that agencies enforce or operate
under were created before digital technologies. Compliance requirements that prevent the
digitalisation of business processes must be identified and updated in order to enable agencies to
offer efficient online services.
Digital Disruption: The pace of technology change and innovation across the world is
unprecedented. New technologies will be introduced during the life of the Strategy that will have an
impact, either as a threat or an opportunity, and which must be managed to ensure that the Strategy
remains relevant and achievable.



Benefits Management
A benefit is defined as a measurable improvement resulting from an outcome perceived as an advantage by one or more stakeholders, and which contributes towards organisational
goals3
. In the context of this Strategy, therefore, the outcomes and benefits that the Strategy aims to deliver are:
3 Managing Successful Programmes (MSP) is a best practice industry framework
Outcomes (Benefit) Key Performance Indicators (KPIs) (Measure of Benefit)
Stability of ICT project and service delivery • >90% of the ICT components of major projects are completed on time and within budget
• >90% of government digital services meet or exceed agreed and published service levels
Efficiency in the cost of delivering ICT services • 10% overall reduction in the annual cost of delivering current (2016-17) ICT services by the end of the Strategy,
aggregated across the sector
• >90% of ICT reinvestment plans deliver the targeted return on investment (ROI) from savings made through the
Strategy or agency ICT reforms
Transparency in ICT governance and service delivery • >90% of agency chief executives are confident in the quality of their ICT governance to inform good decisions
• >75% of government financial and information service transactions with the public are done through digital
channels
Capability of the public sector to respond to changing
community needs
• >90% of agencies reach maturity level 3 or higher in all strategic core capabilities
The KPIs are designed to measure the performance of the entire public sector, not that of the OGCIO, and will mainly be measured at the whole of government level, rather than agency
or project level. Achieving these targets will require every agency implementing Roadmap Initiatives to take an active role in realising the intended benefits by incorporating the new
capabilities within their standard operational practices.
A baseline measurement exercise will be undertaken by the OGCIO during the first year of the Strategy. This benchmark result will set the foundation year for the ICT Strategy. Any
decision to raise or lower KPI targets will be made through the Strategy’s governance process following the completion of that process. It is accepted that the proposed targets, above,
will stretch the sector’s ability to deliver.
Note: the baseline activity will be undertaken in collaboration with agencies, and will be used to develop and refine the data collection process so as to place the smallest possible impost
on agencies while still providing enough data of sufficient quality to be of value to decision-making at the Cabinet and Director General level.


With more than one hundred different agencies delivering a wide range of services to the community, the public
sector is both large and complex. Even though agencies have different purposes and provide different services,
there are a range of business functions that are common across the sector, such as licensing. They are often also
not unique to government or to Western Australia, with numerous competitive technology solutions available in
the market, such as payment gateways, email services, and financial management systems. Many are available
as a service in the cloud, with more pay-as-you-go options appearing regularly.
Unavailable or Readily available,
and responsibilities
little competition

Agency Benefits and Impacts
Very common,
many
similarities
Commonality
of Function

across
Government
Agency-specific,
few similarities
Co-operate
Agencies work
together to support
common business
functions, services
or clients
Control
Agencies focus
resources on
supporting their
unique core services
Common
Agencies use common
cloud or “as a service”
solutions complying
with sector standards
Consume
Agencies use the most
suitable cloud or “as
a service” solution
for their needs
Commoditisation of Solutions
within the Marketplace
high competition
This Strategy is not about creating an “ICT Shared Service”. Every agency will retain
responsibility for, and control over, how their ICT is delivered. But new service models and
technologies, and greater collaboration across the public sector, will change how ICT is
delivered and contributes value to the community.
If commercial pay-as-you-go services deliver the same or better value at a lower cost, using
them can free up ICT resources and staff time to work on more important, strategic or
agency-specific activities that deliver more value to the agency. This will most likely result
in changes to ICT roles and structures within agencies.
The challenge for the public sector is to transform ICT from a business cost to a business
enabler. The challenge for ICT staff is to transform from technology-focused implementers,
to trusted advisors to business peers, effective brokers of internal or externally sourced ICT
services, and change catalysts for their agency.
Agencies will be able to use newly defined frameworks delivered by the Strategy, such as
a Government Enterprise Architecture, to decide where ICT resource investment should
be prioritised, and identify any opportunities to obtain greater value. For example, some
systems can be delivered more efficiently based on common platforms across the sector, or
by using commercial cloud and pay-as-you-go services.
This will allow agencies to focus ICT resources on supporting their core, differentiating
business functions or services. Agencies should always retain some control over key
systems that directly impact on their ability to deliver their core services to the community.
By following this Strategy and implementing the standards and systems delivered by
Roadmap initiatives, each agency should realise their own benefits, in line with the high-
level government benefits (see page 22):
• Stability – more projects should be on time and budget, with services delivered to
agreed levels
• Efficiency – ICT services should cost less and deliver greater value to the community
• Governance – greater transparency and control over ICT investment and business
management; and
• Capability – more capable ICT staff better able to support business agility and
flexibility.
23



Agency ICT Governance
Each agency should also have a governance
structure to manage its own ICT activities, in
alignment with this Strategy and their own
business strategy. These should:
• Be formalised and operate within an
accepted good practice standard or
framework;
• Delegate sufficient authority to allow
projects to function effectively, flexibly, and
with agility;
• Clearly define the relationships between
groups for delegations and decisions
escalation;
• Include both ICT and business staff who are
knowledgeable and empowered to make
decisions;
• Contain clearly defined roles that empower
members to allocate time to carry out their
duties;
• Make business-driven decisions that
balance whole-of-government and agency
priorities;
• Operate consistently across all phases of a
project; and
• Hold final accountability for the success or
failure of the projects that they oversee.
Agency ICT Risk and Benefits Management

Government agencies are expected to align their
risk and benefits management with an approved
standard or framework (such as ISO 31000) for
both specific projects and overall agency ICT
governance.
• Risk and benefits must be managed in an
integrated fashion in and across agencies to
minimise unexpected adverse consequences
to other agencies or projects.
• Documented ICT risks and benefits must be
specific to the project or service context,
and with responsibilities for measurement,
monitoring and action clearly assigned.
• Current and closed risks and benefits, and
actions taken to manage them, must be
reviewed at key milestones to identify,
document and act on lessons learned.
• Projects must be permitted to take some risks
and “fail fast” to quickly identify if solutions or
methods are likely to be successful or deliver
the intended benefits.



Maturing Core Capabilities

Increased maturityIncreased maturity
enables furtherdelivers benefits
key initiatives
Key initiative(s)
develop capability
Level 1 Level 2 Level 3
Initial Repeatable Standardised
Progressing up the maturity scale will be very
different for each agency. The Roadmap, which
identifies various initiatives intended to increase ICT
maturity, may not always apply, depending on the
status of ICT in the organisation.
Once determined which initiatives are relevant, each
agency will need to plan, manage and run their own
ICT reform program in parallel with the Strategy.
This should not be done an additional burden, but
Public sector agencies will be at different levels of
the ICT maturity curve, with different capabilities
at different points in time through the life of the
Strategy. To reflect this diversity, the Strategy has
been built around a Capability Maturity Model
based on various best-practice models such as
CMMI, P3M3 and COBIT, which commonly identify
five levels of maturity for each capability.
Increasing the maturity of public sector and agency
capabilities will be an iterative process. Individual
Roadmap and agency reform initiatives will build
a certain level of maturity, which will enable some
benefits to be realised, leading to financial savings
or increased ability to reinvest into subsequent
initiatives.
Determining each agency’s maturity level for
each capability will be will be an extensive yet
valuable process, based on objective evidence.
This assessment will help agencies identify and
prioritise areas that require more or less attention,
and in which areas they are progressing well.
Level 4 Level 5
Managed Proactive
part of the normal cycle of continuous improvement
that all public sector agencies should undertake.
The Strategy creates a common highway towards a
common set of goals down which all agencies will
travel in their own fashion, each using the same
tools, capabilities and platforms to improve their
operations and the unique services they provide to
the community.
To find out more about the individual Core Capabilities, see Appendix 2 on page 39.

The maturity model will be fully documented in a subsequent document, Digital WA: Government Strategic ICT Capability Maturity Model



Financial Management
There are two key questions to be asked of this Strategy by
every public sector agency. The first is “how can following this
$Strategy save money?” The second is “how will the costs of
following this Strategy be funded?” The two questions are not
contradictory.
The Western Australian government spends more than $1
billion on ICT annually, including staffing and other internal
costs. In the current economic climate this continued scale of
expense is unsustainable. Existing practices must change with
the intent to cease large periodic injections of capital funds to
buy expensive hardware and software. Further, to extensively
customise and maintain an asset at full cost throughout its life,
regardless of utilisation, is limiting government flexibility and
innovation.
Saving money is not the primary objective of this Strategy,
but is both desirable and achievable, with many current ICT
procurement and implementation practices in government
being inefficient in light of current technology and service
offerings.
This will involve a move away from capital expenditure towards
greater use of pay-as-you-go services. While this will increase
operational expenditure in some areas, the outcome targeted
through the Strategy is for overall ICT costs to be reduced, both
within individual agencies and across the public sector as a
whole.
Total ICT Expenditure
(CapEx + OpEx)
Potential
Savings Current Trend
Budget Need
Target
Potential
Reinvestment
time
The cost of ICT will increase over time, and there will be other increases in overall ICT spending, since more and better services for a growing population will require greater levels of ICT
support. But reducing the per-unit cost of ICT will make the growth in ICT spending slower and easier to manage within the State’s budget.
Some savings generated through this Strategy – capital avoidance – will need to be retained by Treasury to assist the State’s bottom line. However, it is expected that agencies will seek
to reinvest some portion of any cash savings to fund reinvestment in delivering better services to the community.
26



Savings

By following the initiatives, principles and policies contained in and aligned with this Strategy, agencies will be able to manage and reduce ICT expenditure in the following ways:
Cost Reduction
• Waste - Identify and eliminate systems or practices that deliver no value
• Duplication - Use common platforms and systems for common functions and services
Case Study: The Deloitte Access Economics report on Digital Government
• Digitalisation - Offer services online, and automate business processes that do not require Transformation was launched in July 2015 by Prime Minister Malcolm
judgement Turnbull. It identified significant potential for savings in government through
digitalisation, with the average cost of a face-to-face transaction being
• Decisions - Use better information and analysis to make faster and better decisions
$16.90, compared to a cost of $0.40 per online transaction.
• Leverage - Use whole-of-government bargaining power to obtain better pricing for all agencies
Channel Cost*
Face-to-face $16.90
Telephone $6.60
Postal $12.79
Online $0.40
*This is a Deloitte Access
Economics calculation based onCost Avoidance
three international sources for
• Consumption - Reduce upfront capital costs by paying only for what is used, when it’s used government channel costs and
consultations with government• Reuse - Identify and reuse solutions and expertise from across the sector
• Platforms - Build and connect solutions faster and more easily on common platforms and
standards
• Prototyping - Use sourcing options and agile methods to fail small and fast to find the right
solution
Cost Prevention
• Timing - Schedule adoption of initiatives in line with existing replacement or investment
schedules
• Scheduling – Reschedule existing workloads to free resources to support Strategy initiatives
• Decommission - Turn off any system that is no longer used or delivering value as soon as
possible
27


Funding

This Strategy is intended to result in a net saving to government over the full four year period, with a targeted reduction in annual ICT costs of 10% when compared to the baseline year
of 2016-17 (see page 22).
However, in many cases there will be an initial upfront cost to implement or migrate to any new ICT service, even if using that new service will result in savings in the long, medium or
even short term. But an eventual Return on Investment (ROI) does not guarantee the availability of additional funding to make that investment.
Agencies that identify the need to fund initial costs in order to benefit from the outputs and outcomes of this Strategy should seek funding by:
Reinvest - Savings generated through earlier stages of the Strategy, or through internal ICT reforms, should be made available to fund subsequent Strategic and reform
efforts.
Reprioritise - Funding already approved and allocated to existing projects should be reviewed, with existing projects that will deliver less value to the agency being
suspended, deferred or cancelled in favour of projects that will deliver more value.
Redirect - Existing operational funding to support services that have been, or will be, replaced as a result of Strategic or reform projects should be redirected to new
initiatives.
Relocate – Agencies should negotiate with vendors for them to fully or partially fund implementation and migration costs, either as an investment to build capacity or
as a deferred cost that will be recovered from the agency as part of ongoing service fees.
Request - If no other source of funding can be identified, then agencies should prepare and submit a request through normal channels for funding from Consolidated
Funds, the ICT Renewal and Reform Fund (IRRF), Royalties for Regions, or another suitable state or Commonwealth source.
Securing any necessary funding for Roadmap initiatives will follow the same process. The OGCIO and Lead agencies will first seek to find sufficient resources internally, but may individual
funding requests and business cases to government for each initiative if necessary. Funding may or may not be allocated from the IRRF, which, while it has purposes aligned to this
Strategy, is not the sole funding source for the Strategy nor is it restricted to only funding initiatives contained within the Strategy.
Agencies will remain responsible for identifying and submitting their own funding requests. However the OGCIO will assist in coordinating a single consolidated submission if significant
integration costs are identified across multiple agencies and economies of scale can reduce the overall cost to government.


Glossary

As-a-Service – a consumption-based service model for products that might previously have been owned and maintained by a customer, being instead provided by a vendor on a pay-as-
you-go basis such as a subscription fee per user per month
Capability Maturity Model – describes an evolutionary path of increasingly organised and systematically more mature processes
Cloud Computing – a model for on-demand network access to a pool of configurable computing resources that can be rapidly provisioned and released with minimal management effort
or provider interaction by the customer4
, generally offered under an as-a-Service model
Data Analytics – tools and processes to analyse data in order to derive insights and conclusions that can support better business decisions (also referred to as Business Intelligence)
Data Classification – a process to categorise data according to confidentiality, privacy and security in order to effectively manage its storage and dissemination
Data Sovereignty – the concept that data is subject to the laws of the jurisdiction where it is physically stored, together with processes and policies to ensure that government data
remains subject to Australian laws
Digital – use of modern information and communications technology (ICT) that connects people and devices for the exchange of information and delivery of services
Digital Channel – one or more online modes of exchanging information, including websites, social media, instant messaging, mobile and smart devices
Digital Service – a service or transaction where the interaction between customer and supplier occurs using digital channels, and is generally available for use outside of traditional
business hours and premises
Enterprise Architecture – a practice to describe and model the structure, functions, information, systems and underlying technology of an organisation, and the interrelationships
between these elements
Interoperability – the ability for different technology systems to work together or exchange information on the basis of agreed standards as a means to achieve better system integration
Open Data – data that is made publically available with the intention of supporting value generation and benefit to the community as a whole, with appropriate consideration for
confidentiality and privacy.
4 Based on the US Government’s National Institute of Standards and Technology (NIST) definition.

’

Appendix 1 - Roadmap Themes

Roadmap Overview

Themes
Information
and Analytics
People Capability
Sourcing and
Innovation
ICT Business
Management
Online Self-Service
Digital Security
Technology
Platforms
Governance and
Strategic Policy
2016 - 17 2017 - 18 2018 - 19 2019 - 20
Open Data Portal Government Data Dictionary Government Analytics
Data Management Framework Secure Data Exchange & Repository
ICT Skills F work Digitally Skilled Workforce
ICT Leadership Program Digital Workforce Plan
Agile Procurement Framework Government Solution Marketplace Collab. & Innovation Portal
Innovation Hub ICT Resource Sharing Portal
WA Enterprise Architecture (v1) ICT Portfolio Repository
Government ICT Dashboard
Initial Portal Portal Multiagency Exchange
Innovation Hub Portal Personalisation
DigitalSecurityFramework Public Sector Digital IAM
Digital Identity Digital Profile Management
Gov.Svc. Broker Software Rationalisation
Government Cloud & Network (GovNext_ICT)
Strategy Review & Baselining
Common Standards
Government ICT Policies
ICTGovernanceFramework Collaborative Solution Design
TechnicalImpactEvaluationProcess StrategyPlanningandDevelopment
Strategy Review & Update Review Review Review
Preparation Initiatives Key Initiatives Integration Initiatives



Theme 1: Information and Analytics
Key Initiative: Secure Data Exchange
To more easily share government data within the public sector securely and privately, a secure data exchange platform will be developed.
This will allow agency systems to publish and read data according to strict business and security rules that will make interoperability
practical and efficient. The platform will also act as a reliable “single source of truth”, a master reference of where different types of data
common to systems across the sector are stored and how they can be accessed.
Key Initiative: Government Analytics
A whole-of-government Business Intelligence/Analytics capability sitting across multiple agencies’ data will inform operational and policy
decisions, and lead to faster and more reliable service delivery. Development will initially focus on key datasets relevant to cross-agency
activities, with future opportunities to expand the scope. The final solution will need to support both data scientists who will mine and
analyse data at a deep level, and executives who need to be able to easily interrogate data at a high level.
Preparation:
Open Data Portal: The government’s Open Data Portal (data.wa.gov.au) will continue to evolve and mature as a key strategic offering to
the community and business in order to facilitate innovation and niche start-ups.
Case Study: In 2016, the National
Disability Insurance Agency (NDIA)
plans to explore using IBM’s Watson
system - a technology platform
that interprets natural language
information to make predictions and
analyses - to understand and interpret
the large volumes of information
the agency will collect under the
National Disability Insurance Scheme
(NDIS). The system could also be
used to provide real-time assistance
to people with complex disabilities
to navigate the NDIA’s systems.
Data Management Framework: A practical, common and documented approach to managing data across the public sector. Data will have defined ownership, well-understood processes,
and clear business rules applied consistently, particularly where data can be shared between systems, agencies, or with the public in line with data classification and security policies.
Note that Records Management is out of scope for this Strategy.
Data Dictionary: In order to be able to use and analyse data properly, it needs to be understood. Building on the foundations of the data management framework, a common data
dictionary will act as a central reference library for interpreting government data.
Initiative
Open Data Portal
Data Management Framework
Government Data Dictionary
Secure Data Exchange
Government Analytics
2016 2017 2018 2019 2020

Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2



Theme 2 - People Capability

Key Initiative: Digital Skilled Workforce
A simple framework will identify digital skills and knowledge all staff within the public sector should possess. It will link job roles
and business functions with specific areas of knowledge and skill, allowing specialist staff to remain current with the tools, topics
and techniques being used by industry and the wider community. This will help to better understand community needs and deliver
improved digital services.
Preparation:
ICT Skills Framework: A skills and competency framework based on international standards will be used to define requirements
for ICT-related jobs across the public sector. This will simplify training, recruitment and development, and encourage greater
professionalism through appropriate certification. Standardising how ICT skills and jobs are identified will also facilitate better
sharing of expertise between agencies.
ICT Leadership Program: A training program to develop the skills and knowledge of CIO’s, executives and other leaders across the
public sector to help agencies operate effectively in the digital age. It will focus on ensuring that business decisions inform, and are
informed by, the technology and innovation capabilities of agencies. The objective is for CIOs and other ICT leaders to possess sound
business skills, and agency executives and senior managers to have an appropriate understanding of the potential and limitations of
current technology.
Integration:
Public Sector Digital Workforce Plan: Based on an understanding of the skills and skill gaps within the public sector, the Plan will
create a path for a public sector designed to meet the challenges of the future, not the past. It will ensure that the value of ICT staff
is recognised, developed and shared across the sector, and that non-ICT staff can effectively use new and emerging technologies to
deliver better services to the community.
2016 2017 2018
Initiative Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1
ICT Skills Framework
ICT Leadership Program
Digitally Skilled Workforce
Digital Workforce Plan
Case Study: A survey released in 2015
by the UK National Audit Office identified
a digital skills gap within the UK public
sector. Despite the many digital services
the UK government has successfully
released, the lack of high-quality general
and specialist digital skills in the public
sector may significantly slow their digital
transformation, delaying the realisation
of anticipated future benefits.
Case Study: Programs based on the
international Skills Framework for the
Information Age (SFIA) designed to
identify the ICT skills needed for different
job roles, and provide the training
necessary to address any gaps, form an
integral part of the ICT Strategies of the
Commonwealth, Queensland, New South
Wales and South Australian Governments.
2019 2020
Q2 Q3 Q4 Q1 Q2



Theme 3: Sourcing and Innovation
Key Initiative: Innovation Hub
A managed and flexible program to help the public sector foster innovation, the Hub will link agencies to new ideas and suggestions from the
public sector, business, and the community. The initial focus will be on processes to review and assess ideas. Later development will focus on
how to develop ideas determined to have sufficient value using new funding models and streamlined business processes.
Key Initiative: Government Solutions Marketplace
Once new and innovative solutions have been identified and sourced by an agency, they will be made easily discoverable and accessible across
the sector in a whole-of-government solutions marketplace. Agencies will be able to find and reuse contracts, solutions and services that
have been proven within the public sector. This will also facilitate government receiving the maximum discount possible through consolidated
contracts.
Preparation:
AgileProcurementFramework:Governmentprocurementwillbestreamlined,contractmanagementstrengthenedandsimplified,andsourcing
options broadened to facilitate crowd-sourcing, open source solutions, and buying from start-ups and other small to medium enterprises
(SMEs). New services or technologies will be able to be adopted as they become available, while retaining probity and contestability.
Integration:
Case Study: The United
Kingdom’s G-Cloud initiative
was launched in 2012. It is a
consolidated marketplace for
government agencies to easily find
and procure cloud services from
a range of suppliers under whole-
of-government arrangements,
without the need to undergo
a full tender process. By 2014
the Cabinet Office estimated
that agencies using G-Cloud had
reduced their ICT costs by 50%.
ICT Resource Sharing Portal: An internal portal to help agencies share expertise and underutilised resources on a temporary or permanent basis. This will reduce duplication across the
sector, help transfer knowledge, and increase the depth of expertise available to government.
Collaborative and Innovation Portal: This portal will make it easier to connect agency projects with expertise within the business and private community, and will support both the
Innovation Hub and the Marketplace. Many project plans will be transparent and accessible, so interested entrepreneurs, start-ups and established businesses can be proactive in
identifying and offering innovative solutions within a managed environment.
Initiative
Agile Procurement Framework
Innovation Hub
Government Solutions Marketplace
ICT Resource Sharing Portal
Collaboration & Innovation Portal
2016 2017 2018 2019 2020




Theme 4: ICT Business Management
Key Initiative: Government ICT Dashboard
Based on information collected across the public sector, a publicly-accessible dashboard of ICT projects and performance will enable proper scrutiny and visibility of ICT spend within
government. Initially targeting major projects and contracts within larger agencies, the collection and analysis processes will ensure that financial and project progress information is
correct, complete and comparable.
Preparation:
WA Enterprise Architecture Framework (WEAF): Enterprise architecture is a way of describing the structure, functions and relationships of an organisation. The WA Enterprise
Architecture Framework will be used as a common reference model and language for defining government services, and make it easier to collaborate across the sector by identifying
similarities in business functions and services. Initially focusing on the business layer of architecture, and based on the Australian Government Architecture (AGA), the WEAF will be
extended to cover systems, information, and technology layers.
ICT Portfolio Repository: To enable greater transparency and foster collaboration, a centralised repository will contain summary information on what resources ICT agencies possess,
what projects are underway or completed, and what major contracts are being used to support different agencies. Information in the repository will be mapped against the WEAF, and
categorised against other international standards to enable accurate assessments of the potential suitability of resources for cross-agency use, as well as summarising and rolling up
information for whole-of-government reporting.
Case Study: In 2012, the US state of Washington began implementing the discipline of Technology Business Management (TBM) across major government departments. In 2013 it
was made law for all departments with an annual IT spend of more than $10 million to implement a TBM program, and in 2014 the state won the Champion’s award from the TBM
Council, a professional association supporting improved management of ICT along standard business lines. The state of Washington has achieved transparency of the ICT costs for over
44 government departments, even lowering the reporting threshold to annual ICT spends of only $250,000.
Case Study: In 2014, the Australian Government launched GovShare (govshare.gov.au), a platform to allow Commonwealth, State and Territory government agencies to share policies,
frameworks, software solutions and expertise through an online collaboration portal. It currently contains over 2,000 artefacts available for reuse across the public sector.
2016 2017 2018 2019 2020
Initiative
WA Enterprise Architecture (version 1)
ICT Portfolio Repository
Government ICT Dashboard
34



Theme 5: Online Self-Service

Key Initiative: Digital Services Portal
The Digital Services Portal will provide a single point to find government digital services, and make them easier to use. Payments to any agency for any transaction will be possible
through a single gateway, and connected systems in the background will enable people to provide information once, and have it acted on by multiple agencies. As the portal matures, it
will include personalised profiles to make transacting with government faster and easier, and configurable information and alerts “pushed” to mobile devices.
This initiative will have a critical dependency on the Digital Identity Platform delivered under Theme 6: Digital Security, and will be delivered in multiple stages.
The Departments of Transport and Commerce have already agreed to be Lead agencies in this initiative, focusing initially on licensing services across a wide range of professions and
activities.
Case Study: The ServiceNSW online portal provides a single point of entry to use the many digital services made available by NSW Government agencies. In January 2016 the new
personalised version of this service, MyServiceNSW, was launched, and in February 2016 the new consolidated payments gateway was activated. The new service allows government
services to be paid for using PayPal and ApplePay, as well as credit card and bank transfer.
FIXING BACK END PROCESSES: Senior citizens in Western Australia receive a Seniors’ Card that entitles them to receive rebates and discounts on a range of government services
including public transport and utilities. However people are currently required to request that these rebates be activated individually, submitting a variety of forms to a range of different
agencies. This takes time for the individual, and costs the agencies time and money to process.
The Department of Local Government and Communities, which issues the cards, has committed to working with the Office of the GCIO and other agencies across the public sector
to improve this process through back-office digital services and exchange between systems. By providing the information electronically in a standardised form to agencies like Water
Corporation and Synergy, senior citizens will be able to receive their rebate or discount automatically, a digital service that requires no action on the part of the citizen.
2016 2017 2018 2019 2020
Initiative Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2
Initial Portal
Portal Identity and Payments
Portal Multiagency Exchange
Portal Personalisation

information about them can be shared between different agencies.


Theme 6: Digital Security

Key Initiative: Digital Identity Platform
A common platform will be established to creating and managing digital identities for businesses and community members to access government services safely and securely. It will allow
relationships to be defined between digital identities, for situations like business ownership or power of attorney, and will facilitate online transactions through electronic signatures.
The platform will ensure that private or classified data is only accessed by people authorised to do so.
Preparation:
Digital Security Framework: The framework will provide a common approach for security standards and data classification to be applied in systems. This will enable a balance between
appropriate data security and improved collaboration and sharing, and support the use of cloud solutions. The framework will also establish or nominate standards and benchmarks for
monitoring, detecting and responding to potential digital threats.
Integration:
Public Sector Digital Identity & Access Management: Collaboration will be supported by a whole-of-government digital identity and access management (IAM) platform. Digital staff
identities will be stored within a secure, highly trusted common directory that can be used by any agency to identify users across the public sector. This will be facilitated through a
common adaptive and context-aware control capability that will allow staff to seamlessly authenticate across multiple agencies, systems and platforms. Staff will be able to access the
local or cloud-based systems they need safely and securely at any time or location.
Digital Profile Management: Digital identity platforms will be extended to create and manage digital profiles for the community. This will allow systems such as the Digital Services Portal
to store personal preferences and permissions, and deliver customised services and alerts. The profile will allow people to control which services their identity is connected to, and what
Case Study: Norway has had a single digital identity in place for its citizens in place since 2006. Estonia made the transition to digital identity as its primary form of identification
before 2000. In Australia, the Digital Transformation Office (DTO) is looking at ways to improve the myGov system and make it more accessible. Almost every government in the world is
currently tackling the issue of how to simply and securely verify the identity of citizens and business when transacting digitally.
2016 2017 2018 2019 2020
Initiative Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2
Digital Security Framework
Digital Identity
Public Sector Digital IAM
Digital Profile Management



Theme 7: Technology Delivery
Key Initiative: Government Cloud and Network (GovNext_ICT)
Whole-of-government contracts for data centres, cloud and network services will be established under the GovNext_ICT program. Significant savings will come from consolidating into
a smaller number of secure data centres, moving to a greater use of consumption charged scalable infrastructure, and by interconnected networks that will allow staff and systems to
connect seamlessly between agencies, and across the state.
This initiative is intended to deliver a significant proportion of the Strategy’s intended savings for agencies, as current expenditure in the areas targeted makes up approximately 40% of
government ICT costs.
Nine of the largest agencies, representing around 80% of the public sector by size, have already committed to involvement in GovNext_ICT. WA Police and the Department of Education
are functioning as Lead agencies, with Support agencies consisting of the Department of Transport, Main Roads WA, Public Transport Authority, Department of Corrective Services,
Department of the Attorney General, Department of Health and the Department of Finance.
Preparation:
Government Service Broker: The Government Service Broker will be a cross-agency function that will manage whole-of-government contracts for ICT services, and provide support for
agencies to understand and transition to using those services.
Integration:
Software Rationalisation: Software licensing across the public sector will be reviewed, with an aim to consolidation and leveraging of the size of the public sector to obtain greater value
for money, and greater mobility of licenses between all agencies, regardless of size or commercial nature. Applications can be rationalised within and between agencies, to ensure that
licenses are sufficient and fully utilised.
Case Study: In 2011, the US Government launched the Federal Data Center Consolidation Initiative to reduce the cost of government ICT. By 2013, the US Government Accountability
Office reported total savings in excess of $1 billion had been generated through the initiative, which was expected to rise to over $2 billion by the end of 2015.
Initiative
Government Service Broker
GovNext_ICT
Software Rationalisation
2016 2017 2018 2019 2020
37



Theme 8: Strategy and Governance
Key Initiative: Government ICT Policies
To ensure consistency across the public sector, some things must be mandatory for all agencies. These will be published in the form of official policies, and will be supported by guidelines
and frameworks to assist agencies with implementation and compliance. Key policies include Open Data, Data Classification, Privacy, Digital Security, Cloud, Interoperability, Business
Continuity & Disaster Recovery, and ICT Procurement. These policies and guidelines will be subject to ongoing review and updates to ensure continued relevance and value.
Preparation:
Strategy Review and Baselining: A sector-wide exercise will be done to establish a baseline from which to measure progress. Extensive consultation will be carried out to determine how
well the Strategy is being implemented, what impacts it is having, and identify aspects of the Strategy that may need to be modified.
Common Standards: Common ICT standards for data, systems and processes across the public sector will be established. Compliance will help make services and systems interoperable,
and will further enable cooperation, sharing and reuse of resources between agencies.
Integration:
Public Sector ICT Governance Framework: A clear framework to assist agencies in governing, planning and monitoring ICT projects and service delivery strategically, effectively and
safely.
Technical Impact Evaluation Process: A clear process to help understand and assess the impact of proposed projects and business decisions on, and from, current and emerging
technology.
Collaborative Solution Design Framework: A design framework will be developed to guide agencies on how to work together to plan and design multi-agency and whole-of-government
solutions and processes. This will assist agencies to implement solutions more efficiently, and make it easier to collaborate during projects.
Strategy Review & Update: The OGCIO will review the2016 2017 2018 2019 2020
Strategy annually, and make any updates to overall
Initiative Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 direction, initiatives or performance measures as
required.

Common Standards

Government ICT Policies
ICT Governance Framework continue operating strategically, with the planned

TechnicalImpactEvaluationProcess development of the next ICT Strategy.

Collaborative Solution Design

Strategy Review & Update
Strategy Review and Development
Strategy Review & Baselining
Strategy Planning & Development: The world is
unlikely to end in 2020, and the public sector must


Appendix 2 - Core Capabilities

Capabilities to support Innovation

Risk Management: Agencies should actively embrace a digital future for the state
through accepting that all innovation involves risk. Risks should be managed by focusing
more on potential benefits rather than potential harms, to provide greater value to the
community.
Online Service Delivery: Government services and systems should be accessible
at times and places convenient to users, securely, and using a wide variety of digital devices.
Users’ experience should be consistent regardless of the agency offering the service or the
users’ location throughout the state.
Solution Design: Business solutions should be based on a sound understanding of
systems and processes across the sector, and meet both agency and government needs.
Business processes should be improved as part of delivering effective business solutions.
Capabilities to support Collaboration
Sector-Wide Cooperation: The public sector should operate as a single
organisation, balancing whole-of-government and agency benefits. Agencies should
adopt similar standards and practices wherever feasible, and leverage resources across
government to improve utilisation and returned value.
Business-ICT Integration: ICT and business staff within agencies should work
closely together to ensure that business and technology plans and solutions are strongly
aligned and contribute to the same outcomes, with engagement starting early in any
project.
Business Intelligence: Agencies should act collectively to ensure information
and systems are used effectively to realise maximum whole-of-government benefits. This
involves agencies making informed decisions based on whole-of-government data and
analytics.
Information Management: Agencies should actively work together to maximise
thevalueof governmentinformation,while ensuring consistencyacross governmentforthe
reuse of data from acknowledged single sources of truth for different types of information.
Digital Business Systems: Technology solutions to business problems should be
scaled to the size of the need, built on top of common technology platforms, and suitable
for use on a wide range of end devices, including mobile ones.
Use of Technology: Agencies should use the most appropriate technology available
to deliver and support their services. Systems should automatically configure to suit the
device they are accessed from. Technology should be purchased under consumption and
subscription models wherever possible.
Information Exchange: Agencies should seek to generate the maximum value
from data for government and the community by actively working together to share and
re-use data appropriately between systems.
Interoperability: Systems within government should be built to comply with state,
national and international standards that support the exchange of data and reuse of
components. Wherever suitable, agencies should support business functions using multi-
tenanted and shared platforms.
Integrated Communications: Agencies should leverage a whole-of-government
network to connect securely to other agencies and to service providers. The quality of
service experienced should be comparable between metropolitan and regional locations.


Appendix 2 - Core Capabilities

Capabilities to support Transformation
Partnering and Engagement: Agencies should proactively and positively
engage with peers, stakeholders, partners, suppliers and citizens to deliver better and
mutually beneficial outcomes, seeking to identify and adopt innovative solutions and
practices that have value.
Digital Skills: Public sector staff should have the right skills and training to
understand and effectively use current and emerging digital technologies. Agencies
should be supported by highly-skilled, professional ICT staff capable of providing
trusted advice and effectively managing the sourcing and delivery of ICT services.
Agile Sourcing: ICT goods and services should be procured under a brokering
model that is streamlined, flexible and agile. Agencies should identify the most
suitable sourcing option that meets the needs of the business and delivers the best
value outcome within a short timeframe.
Data Quality and Security:Agencies should understand and actively protect
the value and integrity of government data. This includes proactively ensuring that
data quality is maintained to a whole-of-government standard, and that access is
properly controlled.
System Design: Technology systems implemented as part of business solutions
should utilise cloud and pay-as-you-go options wherever possible. Agency solutions
Photograph used with permission
should build on and leverage core, whole-of-government capabilities.
Scalable Infrastructure: Agencies should have the capability to leverage the full ICT investment of the entire public sector. Service delivery should be supported on pay-as-you-
go infrastructure that is cost competitive and easily resized to meet point-in-time business.
40


Appendix 3 - Delivery Controls

Governance
Effective ICT governance must be strong, disciplined, strategic and appropriate to the size and type of project or service being overseen. Formal, structured governance of all ICT projects
and service delivery must exist that ensures alignment with business priorities, includes suitably senior business and ICT representatives, and has well defined roles, responsibilities and
escalation points. It is the responsibility of ICT governance to ensure effective planning, risk management, decision principles and monitoring is undertaken and reviewed.
Planning
Project and service planning must be consultative and sufficiently detailed to provide confidence in an outcome within an agreed scope. ICT project plans must be built on research,
stakeholder input, and calculations based on realistic estimates of effort and cost, and must clearly identify both the critical path and all resources required for successful delivery of the
approved scope. Master plans must exist for cross-agency or multi-project programs to ensure all interdependencies are included.
Risks and Benefits
Risks and benefits within any project must be identified and managed so as to maximise a project’s or service’s likelihood of success, as opposed to seeking to eliminate any risk of failure.
Risk and benefit management must be integrated across projects and the sector, clearly documented, and regularly reviewed at key milestones to identify and apply lessons learned. The
appetite to accept or avoid risks must balance the effort and results of risk mitigation with the potential benefits and rewards of successful delivery.
Principles
To help ICT governance groups operate at the right level and avoid too much focus on operational details, agencies and projects should create and use principles that guide day-to-day
decisions and align them with project, agency and sector strategic priorities. These principles should facilitate clear delegation, agility and flexibility within an approved strategic context,
by permitting project directors, managers or staff to make informed decisions within clearly delineated boundaries.
Monitoring
The performance and progress of ICT projects and service delivery should be monitored using clear, objective and easily measured key performance indicators within a meaningful
context of inputs, outputs, and outcomes. All monitoring and reporting should enable progress to be objectively verified and regularly reviewed by governance and management
stakeholders. Any identified project benefit should continue to be monitored after project completion, to determine whether benefits are being realised.


Appendix 4 - Strategic Principles

To successfully implement the Strategy, there must be consistency in the way business and ICT leaders consider options and make decisions. A set of clear, strategic principles allows
decisions to be delegated to the operational and project levels, by ensuring that decisions that comply with those principles are in line with the approved strategic direction and intent.
These principles have been constructed to reflect the values, behaviours and chains of thought that, if followed, will increase the likelihood of the Strategy’s success.
In order to be effective, ICT principles should support delegated ICT decision-making:
• All agencies and projects should have clear, documented principles to guide staff in operational decisions that are in line with agreed strategic, agency and project directions and
outcomes.
• Principles should be specific and provide direction in deciding between realistic and viable alternatives, and should not be simple missional statements of common sense.
• Principles should provide clear guidance in areas with the greatest potential to result in scope variation or misalignment with sector, agency or project strategy.
• Project principles must align with and support agency principles, which should support and align with whole-of-government principles, for consistent sector-wide decisions.
• Principles should be reviewed regularly at key milestones to ensure consistency at all levels and to monitor compliance, use and understanding by relevant staff.
Under this Strategy, the following whole-of-government principles apply to every agency. Individual agency ICT principles should be aligned with and support these principles, while
extending delegation to cover areas specific to an agency’s or project’s scope.
1. Align to deliver and leverage whole-of-government technology, commercial and service benefits.
Agencies must balance priorities between delivering whole-of-government benefits and agency-specific benefits. Agencies must actively collaborate to deliver solutions that
provide benefits for many agencies, rather than only for a few.
2. Comply with whole-of-government standards, methods and frameworks.
Agencies must comply with all policies, standards and frameworks approved and communicated under the Strategy. Agency standards or frameworks must align with and support whole-
of-government standards and frameworks.
3. Reinvest to drive digital transformation; invest to drive business sustainability.
A significant portion of any funds saved through ICT reform within an agency should be retained and reinvested to fund digital transformation initiatives aligned to this Strategy, with
sufficient ongoing funding to ensure sustainability.
4. Treat information as one of the State’s most important assets.
Information is to be recognised and managed as an asset. All systems must ensure data is entered with integrity, stored and transmitted with appropriate security, and is easily accessible
and discoverable to suitable search and analysis tools.
5. Design government services to be digital by default.
All systems and services must support easy access and use over the most appropriate and relevant digital channels.



6. Make decisions driven by business needs and informed by ICT capabilities.
ICT decisions must prioritise meeting business needs, while business decisions must prioritise practical ICT considerations. All significant agency plans should include appropriate
business and ICT representation and consultation in the process.
7. If it can be shared, make it available to be shared.

All ICT resources, including staff expertise and underutilised assets, that can legitimately be shared for use by other agencies or the public must be made easily discoverable and

accessible.

8. Source solutions using good PRACTICE.

The following prioritised sequence of options should be used when sourcing, stopping at the first option where sufficient business value can be realised:
1.Proof of concept – using existing solutions, open source, freeware, pilot purchase, etc.
2.Reuse – an existing solution in government that delivers good enough value
3.Adapt – an existing solution that can be slightly modified to deliver good enough value
4.Consume – new “as-a-Service” offering without significant ongoing commitment
5.Test – the market, taking into account the next two requirements:
6.(Improve – change business processes first before customising a procured solution; and
7.Commercial – buy a commercially supported solution that delivers good enough value)
8.Engage – suppliers to customise or develop a new solution.
9. Actively seek to leverage expertise from professional, peer and social communities.
Projects must actively seek to identify and leverage skills and expertise available in internal and external peer communities to improve outcomes, reduce costs, or improve communication
during the design, development, testing, implementation or use of new or improved services and systems. This can include online communities of practice, crowdsourcing, consulting
with professional industry associations, etc.
10. Seek, develop and maintain appropriate internal expertise.
Agencies must attract and retain appropriate ICT expertise so that business decisions can be made and informed by suitably qualified, skilled, knowledgeable and experienced staff.
Agencies should seek to access and leverage this expertise within the broader public sector before seeking external expertise.
11. Use human-centric design, and machine-centric automation.
All systems and processes must be designed to prioritise the user experience of the targeted user base. Human involvement in an ICT-enabled system or process should be targeted at
decision and analysis points, with automation targeting the capture and exchange of data between machines or systems.



12. Keep things we control simple; coordinate complexity we don’t control to interface simply.
ICT systems or processes under the direct management of government must be made as simple as possible through the elimination of duplication, removal of unnecessary redundancy,
and the avoidance of unnecessary change complexity. Systems or processes that are not directly managed by government will have potential complexity to government minimised
through the appropriate use of standards, controlled interfaces and managed gateways.
13. Seek solutions that are fit for purpose, not fit for everything.
ICT systems and processes must be designed or selected to meet the known purposes for which they are intended (which includes interoperability across the sector and compliance with
standards), and must not be designed to include, or selected due to, additional functionality or capabilities that are not required or desired within the immediate context.
14. Balance the consequential risks and benefits of all decisions.
The objective of ICT risk-benefit analysis must not be to reduce or minimise all risks, but to optimise the overall risk-benefit combination, in line with an agency’s reasonable risk appetite
and tolerance.
15. Make decisions that are environmentally aware and socially responsible for Western Australian.
Project and operational ICT governance decisions must take into consideration any likely impact on the environment, community, or state economy, with an objective of maximising
benefits to the community.

This Strategy has been prepared by the Office of the Government Chief Information Officer with the assistance of Chief Information Officers from across the public sector. The Office
would especially like to thank the following for their input and involvement in developing and reviewing the Strategy:
CIO Advisory Committee CIO Strategy Working Group
Femina Metcalfe (Dept. of Parks and Wildlife)
David Dans (Landgate)
Glen Radica (Dept. of Commerce / PCH)
Pat Scally (Dept. of Commerce)
James Lim (Dept. of Finance)
Angelo Giaros (Dept. of Premier and Cabinet)
Christian Thompson (Dept. of Transport)
Bill Bleakley (Dept. of Health)
Rolly Hester (Dept. of Regional Development)
Mark Caldwell (GESB)
Harry Gill (Metropolitan Cemeteries Board)
Femina Metcalfe (Dept. of Parks and Wildlife)
David Dans (Landgate)
Glen Radica (Dept. of Commerce / PCH)
Dan Kerr (Public Transport Authority)
Geoff Wilson (Main Roads WA)
Rod Bickers (Dept. of Premier and Cabinet)
The Office also research and consulted widely with the ICT industry to gain feedback on the emerging Strategy and insight into current trends, and would like to acknowledge the
contribution of the Western Australian branches of the Australian Information Industry Association (AIIA) and the Australian Computer Society (ACS) during this process.
Independent and expert feedback on the content and direction of the Strategy was provided throughout the development process by independent research organisations.

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