Agency Benefits and Impacts Agency-specific, few similarities Very common, many similarities 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 Commonality services, there are a range of business functions that are common across the sector, such as licensing. They of Function are often also not unique to government or to Western Australia, with numerous competitive technology across solutions available in the market, such as payment gateways, email services, and financial management Government systems. Many are available as a service in the cloud, with more pay-as-you-go options appearing regularly. Unavailable or Readily available, little competition high competition services, and change catalysts for their agency. Commoditisation of Solutions within the Marketplace By following this Strategy and implementing the standards and systems delivered by This Strategy is not about creating an Shared Service”. Every agency will retain Roadmap initiatives, each agency should realise their own benefits, in line with the “ICT responsibility for, and control over, how their ICT is delivered. But new service models high- level government benefits (see page 22): and technologies, and greater collaboration across the public sector, will change how ICT is delivered and contributes value to the community. Stability more projects should be on time and budget, with services delivered to – agreed levels If commercial pay-as-you-go services deliver the same or better value at a lower cost, Efficiency ICT services should cost less and deliver greater value to the community 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 Governance greater transparency and control over ICT investment and – result in changes to ICT roles and structures within agencies. business management; and The challenge for the public sector is to transform ICT from a business cost to a business Capability more capable ICT staff better able to support business agility – enabler. The challenge for ICT staff is to transform from technology-focused implementers, and flexibility. to trusted advisors to business peers, effective brokers of internal or externally sourced ICT
Agency Benefits and Impacts Very common, many similarities Commonality of Function across Government Agency-specific, few similarities 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, little competition high competition Commoditisation of Solutions within the Marketplace 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. 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.
Digital%20WA%20ICT%20Strategy.docx