5 focus areas for digital change
The Government ICT Strategy outlines 5 areas where we can focus our efforts to achieve the strategy’s outcomes.
1 — digital services
This includes any government service — like getting a passport or applying for a benefit — that people can find out about or do online.
Integrated and seamless services
People increasingly do everyday tasks online, like personal banking or shopping, and they expect the experience to be easy and seamless. The strategy’s vision is for citizens to experience the same from government — seamless and integrated public services that they can trust.
In the past, NZ government services have often been operated by one agency in isolation. This has led to individual IT systems and design models that may not integrate well across agencies.
For services that need to be integrated, we need a new mindset and approach to information and technology.
Agencies and 3rd parties will have to agree on how to deliver integrated, or federated, services and rationalise service delivery channels. This might, for instance, involve defining a common target operating model and architecture for federated services, which would enable progress without impeding gains already made in agency improvement and transformation programmes. At the same time, we need to address barriers to integration, such as legislation, mandate, investment decision-making processes, and agency/vote prioritisation.
The service innovation work programme is supported by the Service Innovation Group.
2 — information
This includes data held by public and private sector agencies about communities and people.
Gaining insights from data
The public sector is increasing its ability to understand customers' preferences, behaviours and needs and derive deep insights into complex problems by analysing large quantities of information. But a lot of information is still locked within individual agencies.
The strategy's vision is to move beyond setting up rules, standards, architecture and legislation to help agencies share their data. Expanding and accelerating this work will help architectures support the flow of information across service, and encourage agencies to connect existing information and technology infrastructures for information sharing and enhanced analysis. This will test the system’s ability to get quick results with what it has, rather than investing in new infrastructure.
Investment and capability building in new skills will be critical, and we will need to change the way we manage, use and reuse information and data. Secure and private use and reuse of data should be the default position, including 3rd parties being able to access data and information and use it to create new service, insights and value.
The information work programme is supported by the Information Group.
3 — technology
This includes information and technology (IT) systems and services and how they’re bought, set up and used.
Shared IT, and rapid adoption and procurement
The strategy’s vision is for any useful, emerging IT to be quickly adopted by government in partnership with the private sector. Non-core IT capability can be outsourced to the private sector. This will allow IT units to partner with business units to deliver innovation and value.
Policies, standards and business models will be shared, and common capabilities and shared services will be adopted. There will be easy mechanisms for agencies to buy secure, efficient systems and services. Transitions to new ways of integrating and interacting with technology will be carefully planned. Agencies will adopt innovative approaches to developing services, such as focusing on minimum viable products that are iterated rapidly.
The technology work programme is supported by the Technology Group.
4 — investment
This is money spent on IT and digital services.
Wise investment benefits the whole system
The strategy looks to get better results from existing spending, such as agency moderisation initiatives, for the benefit of the system as a whole. Agencies will need to reprioritise investment towards IT and digital services.
Proposals for new spending will need to show that they are necessary, affordable and aligned with the strategy’s 5 outcomes.
The investment work programme is supported by the Strategic Investment Group.
5 — leadership
This includes senior public sector leaders and how they’re empowered to lead digital change.
A culture of digital innovation
The strategy’s vision is for NZ to have a culture of innovation where complex problems are solved. Leaders need to be empowered to develop the structures, mindsets and skills for experimentation and change.
The strategy will empower them to understand and exploit innovative capabilities, and to build a collective understanding of emerging trends and developments. More broadly, it will enable public sector leaders to work collaboratively to overcome system barriers and foster a workforce culture that encourages innovation, and a willingness to experiment and rapidly adopt new technologies. Leaders should look to other agencies and public entities, in New Zealand and overseas, to industry, and to non-government organisations as sources of innovation in ICT and service delivery.
The leadership work programme is supported by the Stategic Leadership Group.