Core productivity suit that supports digital SoDs in for briefings, human working e.g. document collaboration, video resources, finance and procurement conferencing etc. Some departments progressing with an Records management and compliance app store. largely invisible to user and embedded in WOVG and department work underway on systems. briefing and correspondence. Government-wide digitalisation of core Network outages and poor quality remote processes including mail, briefings, access experience. resources and finance. Pockets of application innovation but many Remote access to line of business systems. legacy systems can’t be accessed remotely Easy access to support. and do not support digital record keeping. Some progress on identity and common technology. Direction setting The workplace environment SoD is in but there are no specific targets or implementation plans The workplace environment SoD sets a clear vision for the digital workplace of the future, though progress against the SoD has been slow. In line with the current SoD, the approach is not being measured against any targets. Some departments have already developed digital workplace related strategies (DELWP, Department of Education and Training (DET), Victoria Police (VicPol) and VicRoads). However at this time, strategies do not comprehensively address the full SoD scope. In addition, many elements of the SoD require a coordinated, government-wide approach including common collaboration tools, one single email and calendar system, WOVG Identity and building access management. The low coordination across the breadth of activity being undertaken has made it difficult for departments to create a seamless and integrated experience within both their organisation and across government. Insufficient funding and funding models that don’t support ongoing agile development The digital workplace requires ongoing investment to stay current with technology, to rethink processes, build capability and capacity and to effectively manage change. Many stakeholders interviewed believe receiving funding for ongoing internal corporate projects to be a challenge as there are often insufficient incentives in the short to medium term, along with competing priorities. Enabling environment Mixed leadership appetite for change Stakeholders believed that accountability for delivering improvements to the digital workplace environment must be apparent through the organisational structure, especially at director and assistant director where risk aversion is more apparent.
Core productivity suit that supports digital working e.g. document collaboration, video conferencing etc. Records management and compliance largely invisible to user and embedded in systems. Government-wide digitalisation of core processes including mail, briefings, resources and finance. Remote access to line of business systems. Easy access to support. SoDs in for briefings, human resources, finance and procurement Some departments progressing with an app store. WOVG and department work underway on briefing and correspondence. Network outages and poor quality remote access experience. Pockets of application innovation but many legacy systems can’t be accessed remotely and do not support digital record keeping. Some progress on identity and common technology. Direction setting The workplace environment SoD is in but there are no specific targets or implementation plans The workplace environment SoD sets a clear vision for the digital workplace of the future, though progress against the SoD has been slow. In line with the current SoD, the approach is not being measured against any targets. Some departments have already developed digital workplace related strategies (DELWP, Department of Education and Training (DET), Victoria Police (VicPol) and VicRoads). However at this time, strategies do not comprehensively address the full SoD scope. In addition, many elements of the SoD require a coordinated, government-wide approach including common collaboration tools, one single email and calendar system, WOVG Identity and building access management. The low coordination across the breadth of activity being undertaken has made it difficult for departments to create a seamless and integrated experience within both their organisation and across government. Insufficient funding and funding models that don’t support ongoing agile development The digital workplace requires ongoing investment to stay current with technology, to rethink processes, build capability and capacity and to effectively manage change. Many stakeholders interviewed believe receiving funding for ongoing internal corporate projects to be a challenge as there are often insufficient incentives in the short to medium term, along with competing priorities. Enabling environment Mixed leadership appetite for change Stakeholders believed that accountability for delivering improvements to the digital workplace environment must be apparent through the organisational structure, especially at director and assistant director where risk aversion is more apparent.
Digital-Workplace-Study.docx