Figure 3 Key drivers shaping the future of public sector delivery An efficient digital workplace encompasses the technologies people use in today’s workplace, such as core business applications, collaboration tools, instant messaging and enterprise social media tools. Talent attraction Employee productivity 64% of employees would opt for a lower paying job if they Organisations with strong online social networks are 7% could work away from the office more productive than without Employee satisfaction Employee retention Organisations that installed social tools internally found When employee engagement increases, there is a a median 20% increase in employee satisfaction corresponding increase in retention by up to 87% Figure 4 The benefits of adopting a digital workplace The benefits of adopting a digital workplace are depicted in Figure 4. To achieve these benefits, organisations are dedicating more of their ICT budget to supporting digital workplace strategies with measurable returns, providing employees with the tools they require to collaborate, communicate and connect with each other. Industry engagement Government will continue to engage with the ICT industry to employ better systems for citizens and employees. Pace Layering Gartner’s approach for service delivery (Figure 5), proposes building adaptable services that minimise ‘pace-layering’ long-term disruption to core functions and operations. The government will use this approach, which focuses on small, innovative pilots (‘innovation layer’) and core corporate systems (‘systems of record’), leaving elements like licensing and housing (‘systems of differentiation’) to individual departments. See Appendix B for a list of corporate systems. Figure 5 The Gartner pace-layering model Cloud solutions Cloud computing is an effective, mature and low cost delivery mechanism for a number of government computing requirements. While it is not suitable for every application, a significant proportion of government’s operations could benefit from the cloud’s flexibility, scalability, built-in collaboration tools, delivery on mobile platforms, and automatic updating of systems. The cloud gives government more business continuity options. The government will be developing standards and exploring procurement models to reduce the friction for government agencies to make use of the cloud. Governance and implementation Strong governance This Strategy has been approved by the government and endorsed by the Victorian Secretaries’ Board (VSB), which represents all government departments and Victoria Police. It applies to all departments and the agencies outlined in Appendix A. It is expected that additional portfolio agencies will be brought within the ambit of the Strategy over time.
Figure 3 Key drivers shaping the future of public sector delivery An efficient digital workplace encompasses the technologies people use in today’s workplace, such as core business applications, collaboration tools, instant messaging and enterprise social media tools. Talent attraction 64% of employees would opt for a lower paying job if they could work away from the office Employee productivity Organisations with strong online social networks are 7% more productive than without Employee satisfaction Organisations that installed social tools internally found a median 20% increase in employee satisfaction Employee retention When employee engagement increases, there is a corresponding increase in retention by up to 87% Figure 4 The benefits of adopting a digital workplace The benefits of adopting a digital workplace are depicted in Figure 4. To achieve these benefits, organisations are dedicating more of their ICT budget to supporting digital workplace strategies with measurable returns, providing employees with the tools they require to collaborate, communicate and connect with each other. Industry engagement Government will continue to engage with the ICT industry to employ better systems for citizens and employees. Pace Layering Gartner’s ‘pace-layering’ approach for service delivery (Figure 5), proposes building adaptable services that minimise long-term disruption to core functions and operations. The government will use this approach, which focuses on small, innovative pilots (‘innovation layer’) and core corporate systems (‘systems of record’), leaving elements like licensing and housing (‘systems of differentiation’) to individual departments. See Appendix B for a list of corporate systems. Figure 5 The Gartner pace-layering model Cloud solutions Cloud computing is an effective, mature and low cost delivery mechanism for a number of government computing requirements. While it is not suitable for every application, a significant proportion of government’s operations could benefit from the cloud’s flexibility, scalability, built-in collaboration tools, delivery on mobile platforms, and automatic updating of systems. The cloud gives government more business continuity options. The government will be developing standards and exploring procurement models to reduce the friction for government agencies to make use of the cloud. Governance and implementation Strong governance This Strategy has been approved by the government and endorsed by the Victorian Secretaries’ Board (VSB), which represents all government departments and Victoria Police. It applies to all departments and the agencies outlined in Appendix A. It is expected that additional portfolio agencies will be brought within the ambit of the Strategy over time.
Information-Technology-Strategy-Victorian-Government-2016-2020-Web-ready-DOC-Published.docx