CONTENTS DIGITAL GOVERNMENT READINESS INDICATOR … · jurisdictions where key digital...

CONTENTS

2020

DIGITAL GOVERNMENT READINESS INDICATOR REPORT

2DIGITAL GOVERNMENT READINESS REPORT copy2020 INTERMEDIUMCOMAU

CONTENTS

About The Digital Government Readiness Indicator 3

Executive Summary 4

Results Overview 7

New South Wales 10

Federal 13

Victoria 16

Queensland 19

South Australia 21

Northern Territory 23

Australian Capital Territory25

Western Australia 27

Tasmania 29

Methodology Note 31

About Intermedium Contact Us 32

Contents


CONTENTS

About the DGRI

Intermedium publishes its Digital Government Readiness Indicator (DGRI) Report as independent research out of a conviction that the digital transformation of government services at federal and state level is of major significance to both the well-being of citizens and the better use of taxpayer funds Intermedium believes therefore that each jurisdictionrsquos progress towards digital transformation should be assessed and benchmarked against all other jurisdictions

This assessment is particularly important because of the degree to which citizensrsquo requirements of governments transcend jurisdictional boundaries As has been established in the bushfire crises of late 2019early 2020 the public cares little about the niceties of Australiarsquos three tiers of government and their domains of responsibility during an emergency

Particularly in the earlier parts of the preceding decade jurisdictions had widely differing approaches to similar digital transformation issues and there was little evidence of or thought given to inter-jurisdictional collaboration It is for this reason the DGRI had its inception in July 2015 It has since been published in March 2016sup1 June 2016 June 2017 January 2019 and January 2020

This research provides significant insight into digital readiness across jurisdictions It throws into perspective the impact of electoral changes of government and brings into stark relief those jurisdictions where key digital transformation enablers are not yet receiving enough attention

To support the research for the initial 2015 report Intermedium identified six enablers which must be in place before governments can fully realise their digital transformation ambitions To support an objective time-series analysis Intermedium continues to assess each jurisdiction against these enablers

The six enablers are the existence and public-domain evidence2 of

AN ICT STRATEGY

APPROPRIATE ICT POLICIES

A ROBUST APPROACH TO ICT GOVERNANCE

THE EXISTENCE OF A NOMINATED WHOLE OF GOVERNMENT (WOFG) SERVICE DELIVERY AGENCY

REFORMS TO PROCUREMENT POLICY THAT REFLECT THE CONTEMPORARY NEEDS OF lsquoGOING DIGITALrsquo AND

CROSS-JURISDICTIONAL COLLABORATION

Thirteen key criteria sit under these six enablerssup3 weighted according to their importance to the enabler The evidence of the jurisdictionrsquos activity pertaining to each of the criteria is assessed and scored These criteria-level scores are then totalled to contribute to an index which has a maximum value of 10 Jurisdictions are assessed as being lsquoDigital Government Readyrsquo when they gain a score of 90 or higher in the index

1 The March 2016 indicator was produced because of the significant amount of activity that had occurred Assessment has now standardized to the calendar year with publication occurring in January of each year

2 This requirement is to ensure that jurisdictions cannot assert that something is lsquocomingrsquo be scored accordingly but then fail to deliver the expected development ndash resulting in an over-statement of that jurisdictionrsquos readiness For example there have frequently been delays in the promised release of ICT strategies

3 Details of these can be found in Appendix 1 Methodology


CONTENTS

Executive Summary

The digital transformation of services to Australian citizens has benefited significantly over the last 18 months from developments including

1 the publication by the Australian DigitalCouncil (ADC) of the State of the Data andDigital Nation in April 2019⁴

2 the replacement of the Australian DigitalCouncil with the Australian Data and DigitalCouncil (ADDC) in August 2019 and itspromotion to full council of the Council ofAustralian Governments (COAG)⁵

3 the commencement of collaborative workon three significant citizen journey mapsunder the auspices of the ADDC

4 the creation of the Department ofCustomer Service in NSW

5 the establishment of the NSW Delivery andPerformance Committee (DaPCo) and theassociated Digital Restart Fund

6 the launch of updated ICT strategiesby the Federal Government (DigitalTransformation Strategy November 2018)NSW (Beyond Digital November 2019) anddraft ICT Strategies by Tasmania(September 2019) and the ACT(September 2019)

7 the creation of Services Australia at theFederal level emulating Service NSW

8 the acceptance by the Federal governmentof a range of digital transformation-relatedrecommendations of the IndependentReview of the Australian Public Service and

9 the launch of digital driversrsquo licences inNSW Qld and SA

Intermedium believes that the developments outlined to the left signal a major inflection point in the rate at which digital transformation will now occur across all jurisdictions with significant consequences for suppliers of ICT ndash as well as for agencies in terms of their individual ICT strategic plans and technology refreshes

NSW has been the bellwether of this change through initiatives such as DaPCo and the establishment of its Digital Restart Fund These initiatives will make it almost impossible for an ICT project to get funding in NSW unless it has satisfied three core digital transformation tests around data architecture (does it support data being shared) digital design (does it allow for citizen feedback) and citizen-centric lens (for example is there support for a lsquotell-us-oncersquo approach)

Digital transformation now has the attention of the Prime Minister and state Premiers via the ADDC as ldquoa full councilrdquo of COAG after years of struggle to elevate a commitment to digitally enabled citizen-centric services to the most senior level of government across Australia

The existence of the ADDC (and its predecessor ADC) has led to an increase in most jurisdictionsrsquo scores for the Collaboration enabler However as Table 2 illustrates some jurisdictions appear to be more whole-heartedly participating in the ADDC than others Ministers who attended fewer meetings were typically from jurisdictions which tended to be lower on the DGRI leaderboard

A major shift in approach that is clearly shown in the ADDCrsquos agenda is the adoption of journey mapping principles First taken up in the lsquoDigital 5rsquo (D5) countries the goal of journey mapping is to provide services information and updates through a seamless online experience informed by a single source of truth and tailorable to reflect the citizenrsquos circumstances

4 Department of the Prime Minister and Cabinet April 2019 State of the Data and Digital Nation5 Department of the Prime Minister and Cabinet September 2019 Australian Data and Digital Council Communiqueacute ndash 06 September 2019


CONTENTS

GRAPH 1

DIGITAL GOVERNMENT READY

ICT Strategy ICT Policy ICT Governance Service Delivery Key Agencies

Procurement Policy

Cross Jurisdictional Cooperation

97NSW

92FEDERAL

88VIC

0 1 2 3 4 6 8 10975

74WA

85SA

70TAS

79ACT

80NT

87QLD

As 2020 commences three ADDC-supported journey maps are at various stages of development with the ACT taking lead responsibility for lsquobirth of a childrsquo NSW taking responsibility for ldquoend of liferdquo and Queensland taking lead responsibility for lsquolooking for workrsquo The Federal Government is in the process of rolling out its digital identity solution which will be crucial to the support of these and future journey maps

Other ADDC projects include examining the viability of a consistent approach to digital licences⁶ improving API interoperability across government (with Victoria co-leading with the Federal Governmentrsquos Digital Transformation Agency) trialling e-invoicing and testing potential solutions to sharing de-identified data

DIGITAL GOVERNMENT READINESS INDICATOR 2020

6 Intermedium December 2019 The digital licence has arrived Whatrsquos next


CONTENTS

3

4

6

8

10

9

7

5

JULY 2016 JUNE 2017 JANUARY 2019 JANUARY 2020

LIBERALCOALITION IN GOVERNMENT LABOR IN GOVERNMENT

NSWFederalVICQLDSANTACTWA

9792888785807974

TAS 70

DIGITAL GOVERNMENT READINESS PROGRESS 2016-2020

GRAPH 2

RANK JULY 2016 JUNE 2017 JANUARY 2019 JANUARY 2020

1 NSW 94 NSW 92 NSW 94 NSW 97

2 QLD 74 QLD 78 VIC 86 FED 92

3 SA 74 FED 78 FED 86 VIC 88

4 VIC 73 VIC 77 QLD 85 QLD 87

5 FED 69 SA 75 SA 78 SA 85

6 WA 61 ACT 63 ACT 75 NT 80

7 ACT 51 WA 59 WA 68 ACT 79

8 TAS 48 TAS 48 NT 63 WA 74

9 NT 41 NT 45 TAS 55 TAS 70

DIGITAL GOVERNMENT READINESS INDICATOR SCORES 2020

TABLE 1


CONTENTS

Results Overview

All jurisdictions improved their DGRI scores in 2019 Scores increased by an average of 90 per cent and some jurisdictions increased their scores significantly Also notable is that six of the nine jurisdictions now have scores above 80 with four (Victoria Queensland South Australia and the Northern Territory) capable of achieving the Digital Government Ready threshold score of 90 by the next report

Once digital maturity attains a score of 90 score growth inevitably flattens as opportunityfor improvement become scarcer This makes NSWrsquos progression from a score of 94 to 97 even more remarkable

New South Wales remains in the national lead as has been the case in every DGRI published to date Its score of 97 reflects the significant level of change activity that has occurred following the March 2019 election which gave the returned Coalition government the ability to further consolidate its customer service and digital transformation vision This is reflected in its strong participation in the ADDC the creation of DaPCo the establishment of its Digital Restart Fund and the launch of its Beyond Digital strategy

The Minister responsible for digital matters the Hon Victor Dominello (Minister for Customer Service) has attended every ADCADDC meeting

The Federal government joined NSW as the second jurisdiction to be deemed Digital Government Ready moving up to 2nd from 3rd position in the last report Both are well into the process of repositioning themselves towards an outcomes-driven approach to ICT that puts the citizen at the centre as evidenced by the emphasis on lsquocustomerrsquo and lsquoservicesrsquo reflected in their agency name changes (Department of Customer Services and Services Australia)

The Digital Transformation Agencyrsquos (DTArsquos transfer from the Department of Prime Minister and Cabinet to Services Australia within the Social Services portfolio in May 2019 completes the

agencyrsquos journey from intentional lsquodisruptorrsquo (in its former iteration the Digital Transformation Office) to collaborative lsquoinsiderrsquo within the Federal governmentrsquos major service delivery agency

To achieve the Federal governmentrsquos ambitious goal that virtually all government services are available online by 2025 the DTA will need deliver WofG platforms including digital identity Tell Us Once and mygov

The Independent Review of the Australian Public Service (APS) emphasised rapid profound and ongoing technology developments together with citizen expectations of personalised services as one of the main drivers for APS reform While almost all technology-related recommendations were accepted implementation is yet to commence The Government has allocated the Secretaries Board with governance of the digital and data transformation envisaged by the Review The DTA is to play a key supporting role

The responsible Minister ndash the Hon Michael Keenan prior to the May Federal election and the Hon Stuart Robert post-election ndash has been present (as Chair) at every ADCADDC meeting

Victoria increased its score from 86 to 88 moving down from 2nd to 3rd position on the leaderboard It has embarked on significant public sector reforms under the One VPS banner which is anticipated to result in a more agile public sector that is in turn more responsive to the needs and demands of government and citizens Delays and lack of public progress reporting on its data retention and cyber security policies held its score back Victoria is co-leading with the DTA in developing the National API Standard (NAPIS) and is also coordinating cross-jurisdictional work on emerging technologies that require a unified national approach

The responsible Minister the Hon Gavin Jennings (Special Minister of State) has attended three meetings of the ADCADDC and sent an official to represent him at the other two meetings


CONTENTS

Changes in Queensland have been incremental due to minor policy refreshes and collaborations with the ADDC (including lead jurisdiction responsibility for the lsquolooking for workrsquo life journey) The increase to the statersquos score reflects the quality and up-to-date status of its project dashboard a mechanism that supports transparency and governance Due to the small movements in its score it has slipped in the leaderboard from 2nd position in the July 2016 report to 4th in the current iteration

The responsible Minister the Hon Mick de Brenni (Minister for Digital Technology) has attended four of the five ADCADDC meetings

South Australiarsquos score improved strongly from 78 to 85 due to policy improvements ndash notably in data retention and management the development of myGOV SA and participation in the ADDC Due predominantly to other jurisdictions manifesting greater activity against enablers than South Australia its position on the leaderboard has been static at 5th for the last three reports of the DGRI but it is well positioned to cross the lsquoDigital Government Readyrsquo threshold score of 90 in the next report

The responsible Minister the Hon David Pisoni (Minister for Innovation and Skills) has attended two of the five meetings of the ADCADDC However Premier the Hon Steven Marshall and Minister for Education the Hon John Gardner attended one each of the three remaining

For the second consecutive year the Northern Territory significantly increased its score ndash up 266 per cent from 63 to 80 ndash moving to 6th position on the leaderboard and thus leapfrogging WA and the ACT Its strong result is due to consistency in updating Action Plans against its ICT strategy (including a digital dashboard) activating a live Data Portal and showing a high level of transparency with regards to its ICT governance structures Its strong performance appears to have been significantly enabled by its change of government in August 2016

The responsible Minister the Hon Lauren Moss (Minister for Corporate and Information Services) has attended three of the five meetings of the ADCADDC

The Australian Capital Territory improved its score from 75 to 79 However due to greater activity by

other jurisdictions it dropped in the leaderboard from 6th to 7th position In late 2019 the Territory released a draft ICT Strategy ndash which did not contribute to its score this year but foreshadows a significantly improved score in the next report It has also improved its open data portal and updated its cyber security strategy Increases in its score also came from its participation in the ADDC notably its lead jurisdiction role in the lsquobirth of a childrsquo journey map the most advanced of the three⁷

The responsible Minister the Hon Mick Gentleman (Minister for Advanced Technology and Space Industry) has attended all five meetings of the ADCADDC

Western Australiarsquos Australiarsquos score increased from 68 to 74 ndash dropping in rank from 7th to 8th on the leaderboard In 2016 it ranked 6th and its position has been dropping since the change of government in March 2017 Its improvements in the six key enablers were limited to an updated data retention policy and its participation in the ADDC Further potential policy improvements are legislative reform of data and privacy practice (in the pipeline) as well as planned privacy and data sharing frameworks which are expected to improve its results in the next DGRI

The responsible Minister the Hon David Kelly (Minister for Water Forestry Innovation and ICT Science Youth) has attended two meetings of the ADCADDC and the Hon Chris Tallentire (Parliamentary Secretary) has attended one

Tasmania significantly improved its score from 55 to 70 but even improved scores in all criteria was not sufficient to lift its position from last on the leaderboard The state can be expected to improve its score significantly once its inaugural WofG ICT strategy (currently in draft format) is finalised Tasmania has made some incremental governance and policy improvements ndash notably a cyber security strategy released in December 2018 ndash and once the major shortcoming of its lack of an approved WofG ICT strategy is addressed the state should reach a moderately acceptable level of digital readiness

The responsible Minister the Hon Michael Ferguson (Minister for Science and Technology) has attended two meetings of the ADCADDC with an official representing him at the other three meetings

7 The ldquobirth of a childrdquo project illustrates the complexities involved in joining up different areas of government to present a seamless interface Its pilot involves trialling a process which automates birth registrations (currently a state responsibility) Medicare enrolments and Centrelink payments for newborns (a Commonwealth responsibility through Services Australia) Importantly the ADDC expects the pilot to offer insights into the viability of developing a national digital birth certificate


CONTENTS

MINISTERIAL ATTENDANCE AT ADC OR ADDC MEETINGS8

DATE FED NSW VIC QLD SA WA NT ACT TAS

ADC 14 Sept 18 Keenan Dominello Official de Brenni Pisoni Kelly Moss Gentleman Ferguson

ADC 7 Dec 18 Keenan Dominello Jennings de Brenni Marshall Tallentire

ADC 5 Apr 19 Keenan Dominello Official Pisoni Moss Gentleman Official

ADDC 6 Sept 19 Robert Dominello Jennings de Brenni Gardner Moss Gentleman Ferguson

ADDC 7 Dec 19 Robert Dominello Jennings de Brenni Kelly

TABLE 2

8 Information compiled from the communiqueacutes issued following each meeting of the ADCADDC

Gentleman Ferguson

Gentleman Official

Gentleman Official


CONTENTS

New South Wales

NSW

Overview


StrategyIn November 2019 New South Wales released its Beyond Digital ICT strategy which is intended to leverage the statersquos position as the Australian leader in digital transformation to enable customer-centric goals of lsquoTell Us Oncersquo functionality across government the adoption of life journey mapping more sophisticated use of data insights and the rollout of innovative lsquofrontlinersquo technologies

Whole-of-Government digital transformation is the responsibility of the Department of Customer Service with the Hon Victor Dominello seeing digital government as no longer ldquoan end goal in itself but a means to go furtherrdquo

The Beyond Digital strategyrsquos goals include reducing technology duplication within clusters by adopting standardised reusable platforms 10-year ICT investment plans have been developed for each departmental cluster divided into short- medium- and long-term horizons A WofG technology roadmap will be released in May 2020

Early success stories coming out of the statersquos previous digital strategy include digital driversrsquo licenses and the Park lsquonrsquo Pay app

PolicyNSW receives perfect scores for ICT policy in every area other than privacy The Statersquos sophisticated incorporation of data into its decision-making and operation has the potential to create tension between collection and use of data and respect for citizensrsquo privacy This is visible in cases such as the governmentrsquos use of Opal card location data and its planned trials of facial recognition systems for automated public transport payments


CONTENTS

Privacy governance falls within the Information and Privacy Commission (IPC) which shares responsibility for open data policy and governance The IPC has released its Regulatory Plan 2020-22 with privacy specific actions tied to four key priorities9 This includes an increasing focus on ldquoproactive workrdquo review of agency self-assessment tools and a commitment to develop further regulation surrounding digital service delivery

The recent Machinery of Government (MoG) changes moved the Commission from Justice to the Customer Service Cluster This will see Minister Dominello sharing responsibility for privacy legislation with the Attorney-General Minister Dominello has made clear his prioritisation of privacy security transparency and ethics on several occasions10

Data retention policy was updated in response to findings from the Royal Commission into Institutional Responses to Child Sexual Abuse

Open data policy is regularly updated and NSWrsquos inaugural cyber security policy saw a timely update in July 2019 in line with best practice for combatting increasingly complex attacks Another update is expected in August 2020

GovernanceResponsible Minister(s) Minister for Customer Service the Hon Victor Dominello

NSW retained its comprehensive track-record in ICT oversight and governance with the Secretariesrsquo Board now responsible for approval of WofG ICT policy The Digital Government Advisory Panel interfaces with industry on policy while the ICT and Digital Leadership Group (IDLG) provides CIO-level guidance

With the release of the Beyond Digital strategy digital transformation functions have taken on a greater citizen-centric role in the state with the Customer and Digital Council influencing the Customer Experience (CX) Pipeline This has been supported by MinisterDominello particularly through his involvement inDaPCo which also includes the Premier the Treasurerand the leader and deputy leader of the NationalsDaPCo sign-off is required on funding requests fordigital and citizen-centric projects

With a much tighter governance process for projects NSW appears to have been able to position digital solutions at the forefront of service delivery to a greater extent than other jurisdictions

Service delivery key agency Service NSW has continued to hold a frontrunner position among state-based customer service agencies The agency sits within the Department of Customer Service

The 2019-20 budget saw the introduction of a $100 million Digital Restart Fund to help fund the move to common platforms with the goal of reducing duplication and working towards the new Premierrsquos Priority of making more services lsquoTell Us Oncersquo

MoG changes also saw smaller customer service-related agencies such as Births Deaths and Marriages and Liquor amp Gaming NSW transferred to Customer Service This will enable closer collaboration with Service NSW and digital champions in the cluster particularly on life journey mapping as an integral part of digital service design

Commitment to multichannel service delivery was also supported by the latest budget with $70 million allocated to create 10 new Service NSW shopfronts across the state in addition to $4 million being set aside for mobile Service NSW buses to service regional and remote areas

The Service NSW website contains user-friendly information forms tools and guides acting as a comprehensive single-entry point for citizens accessing government services

ProcurementThe Beyond Digital strategy has major implications for ICT procurement with the State embarking on a comprehensive overhaul across government In WofG Chief Information and Digital Officer Greg Wellsrsquo 2018 address to the AIIA he stressed the importance of reforming the procurement process to help remove legacy systems create platforms and restructure the funding model based around ten-year plans to encourage a more agile and innovative culture surrounding procurement in the state

9 NSW Information and Privacy Commission January 2020 Information and Privacy Commissionrsquos Regulatory Plan 2020-2022

10 Victor Dominello MP 2019 LinkedIn


CONTENTS

The Statersquos digital marketplace buynsw will see a further expansion in services offered beyond the initial offering of GovDC cloud services All current schemes in NSW such as the ICT Services Scheme will be migrated over to the buynsw website with ProcurePoint still remaining operational until completion of the transition

Like other digital transformation projects being undertaken in the state buynsw is to be designed around user-centric principles to simplify the procurement process such as the creation of a natural language search feature and ldquoguided buying processrdquo

Ten-year investment plans split into three horizons for each cluster featured in the Beyond Digital strategy which along with the DaPCo and the $100 million Digital Restart Fund will be aimed at promoting innovative ICT use across government

CollaborationAs with all other jurisdictions NSW has seen improvements to its scoring on collaboration due to coordination of efforts through the ADDC

NSW leads lsquoend of lifersquo journey mapping development in coordination with the Federal government with NSW eHealth also working with the Australian Digital Health Agency to help institute child-centric digital health solutions

NSW has also been at the forefront of collaborative national efforts in establishing the Trusted Digital Identity Framework (TDIF) the creation of an Australian Digital Twin and on the creation of digital marketplaces


CONTENTS

Federal

FEDOverviewThe Federal government moved to second from third position in the last report repositioning towards an outcomes-driven approach to ICT that puts the citizen at the centre as evidenced by the creation of Services Australia

The Digital Transformation Agencyrsquos (DTArsquos) transfer from the Department of Prime Minister and Cabinet to Services Australia within the Social Services portfolio in May 2019 completes the agencyrsquos journey from intentional lsquodisruptorrsquo (in its former iteration the Digital Transformation Office) to collaborative lsquoinsiderrsquo within the Federal governmentrsquos major service delivery agency


The Independent Review of the Australian Public Sector (APS) emphasised citizen expectations of personalised services as one of the main drivers for APS reform While almost all technology-related recommendations were accepted implementation is yet to commence The Government has allocated the Secretaries Board with governance of the digital transformation envisaged with the DTA to play a supporting role

StrategySince the release of its 2025 Digital Strategy in 2018 the Digital Transformation Agency (DTA) has been working with agencies to develop user-friendly and citizen-centric digital services with the goal that citizens are able to access virtually all government services online by 2025

2019 saw the publication of the DTArsquos 2018-19 Annual Report and an updated technology Roadmap boosting the Federal governmentrsquos scoring in this category According to the update 85 per cent of initiatives had been delivered on schedule at the end of 2018-19

Life journey mapping is viewed by the Federal government as key to adopting a citizen-centric focus The strategy outlines a number of situations where life journey mapping could be implemented This is in line with collaborative work led by Queensland NSW and the ACT under the ADDC

December 2018 saw the release of the Digital Service Platforms Strategy which aims to standardise the reusable lsquobuilding blocksrsquo on which agencies across government can implement digital government services with the use of common Application Programming Interfaces (APIs)

Accompanying the Platforms Strategy was a Roadmap to 2021 which focuses on four key digital platforms that are viewed to be essential to Federal digital transformation These are Digital Identity Notifications Tell Us Once and myGov

The Federal government also maintains a lsquoPerformance Dashboardrsquo to measure digital take-up of several government services but this is not accessible by citizens


CONTENTS

PolicyPrivacy policy at the Federal level saw improvements in some areas

The passing of the Assistance and Access Act 2018 in December 2018 commonly known as the lsquoencryption lawrsquo was controversial for the potential effect it would have on digital companies based in Australia and ramifications for citizen privacy

However legislators appear to be increasingly taking note of privacy concerns in the digital sphere The Identity-matching Services Bill 2019 which would have given the Department of Home Affairs powers to collate state territory and Federal biometric information into a single database for identity verification purposes was recommended against by the Parliamentary Joint Committee on Intelligence and Security on grounds that it could be an affront to citizen privacy rights

2020 will see the completion of the Continuity 2020 Policy to ensure migration to digital records and retention However as most actions for the policy are due to be completed in 2020 this will not affect Federal scoring in this area until targets have been met

The Federal governmentrsquos commitment to open data remained strong with the third meeting of the National Data Advisory Council hosted in Canberra in November 2019

Cyber security policy and governance scoring continues to be impacted by the absence of a dedicated cyber security minister Despite publications of guidelines news and a monthly-updated Information Security Manual through the cybergovau website the Federal governmentrsquos approach will need to respond to the increasing sophistication of cyber security threats

A 2020 Cyber Security Strategy is currently undergoing stakeholder consultation with the view of grappling with new technology threats for example to Internet of Things (IoT) applications and building greater cyber security awareness in the community Given the last strategy was released in 2016 release of a new strategy would see an increase in the governmentrsquos security policy scoring

GovernanceResponsible Minister(s) Minister for Government Services the Hon Stuart Robert

2019 saw major high-level digital governance changes at the Federal level Following the May 2019 election responsibility for digital matters at the Ministerial level was vested in the Minister for Government Services the Hon Stuart Robert Attendant to this the Digital Transformation Agency (DTA) was moved from Prime Minister and Cabinet to Services Australia In a further MoG Services Australia was made a business unit of the Department of Social Services Stuart Robert had previously been Minister for Human Services and has an extensive ICT background

The MoG changes reflect the new focus on digital service delivery as Prime Minister Morrison looks to shape a lsquocongestion-bustingrsquo agenda borrowing heavily from the success of ServiceNSW

A Senate Finance Committee report into digital delivery of government services released in June 2018 recommended instituting ldquokey digital performance measuresrdquo The governmentrsquos response noted the recommendation suggesting that the Digital Transformation and Public Sector Modernisation Committee already performed a similar function through ldquoministerial engagement and oversightrdquo11

Service delivery key agency The Federal government improved its score in this enabler due to the creation of Services Australia and other MoG changes which have centralised digital service delivery and policy functions (through the DTA) into a single agency

myGov has been the Federal governmentrsquos customer-facing portal for transactions and accessing services relating to Centrelink Medicare taxation and veteransrsquo support for some time

Services Australia (still currently branded as DHS) provides a user-friendly interface through its humanservicesgovau website with links to myGov Centrelink Medicare and child support alongside information relevant to citizens with specific circumstances like disability rural and remote or domestic violence The site also has timely information regarding payments and services disruption due to the 2019-20 bushfire season

11 Australian Government April 2019 Australian Government response to the Senate Finance and Public Administration References Committee report Digital delivery of government services


CONTENTS

The incorporation of the DTA into Services Australia should bode well for the Trusted Digital Identity Framework (TDIF) which aims to create a federated model across Australian governments and businesses (eg banks) for establishing digital identities

The TDIF is currently in its fourth round of consultations and forms a central plank of the DTArsquos 2025 Strategy for citizen-centric government Currently the TDIF has accredited myGovID the ATOrsquos digital identity solution and AusPostrsquos Digital iD

ProcurementAt the core of the DTArsquos transformation drive has been continuous reforms to digital procurement resulting in high scoring in this category

Consolidation and simplification of the procurement process has been considered essential in driving the uptake of enabling technologies such as cloud with fewer panels being established each year12 There has also been a greater focus on flexible and SME-focused procurement arrangements such as the DTArsquos Digital and Hardware Marketplaces

The awarding of a WofG AWS purchasing arrangement in June 2019 was one of the first digitally- related decisions following the return of the Morrison government providing competition in the hyperscale cloud space with Microsoft Azure which holds a similar (and earlier) purchasing arrangement with the government

The fourth pillar of the DTArsquos 2025 Strategy ndash the Hosting Strategy ndash was released in April 2019 with the view of encouraging hybrid cloud adoption reducing duplication leveraging WofG panels through economies of scale and encouraging more proactive cyber security activity in public sector cloud use13

The strategy to be delivered in three horizons aims to first re-evaluate existing data centre contracting arrangements Horizon 2 to be delivered in 2019-20 will establish a Digital Infrastructure Service (DIS) within the DTA with the final Horizon 3 (2020-22) aimed at expanding the DISrsquo remit to control and certify supply chains from a national cyber security perspective

The DTA has also announced the creation of a Telecommunications Marketplace to replace a

number of expiring panels as well as a Cloud Marketplace to replace the Cloud Services Panel which is considered no longer fit-for-purpose with the constant offerings of new as-a-Service technologies14

Procurement reform also featured in the 2019 Independent Review of the Australian Public Service with the government agreeing in part to Recommendations 15 and 35 which dealt with upskilling capability and strategic sourcing arrangements However it stated that Centres of Excellence such as the Department of Financersquos Productivity and Automation Centre Services Australiarsquos Augmented Intelligence and the DTArsquos Digital Sourcing Centre were already addressing these Recommendations15

CollaborationThe Federal government has taken a leading role in facilitating cross-jurisdictional collaboration through the ADDC a Council of Australian Governments (COAG) with a specific focus on citizen-centric digital service delivery The ADDC is chaired by the Minister for Government Services Stuart Robert and meets on a quarterly basis with other Ministers responsible for digital transformation (See Table 2

E-invoicing digital identities and driversrsquo licensesharmonisation of cross-border service delivery anddeveloping citizen trust in digital transformationhave been prominent issues discussed within thecontext of the ADDC

Life journey mapping has emerged as potentially the most salient collaborative work being coordinated through the ADDC aligning with the DTArsquos 2025 Vision of ldquotransforming services around life eventsrdquo

The ADDC announced three life journey projects in its April 2019 Communiqueacute lsquobirth of a childrsquo lsquoend of lifersquo and lsquolooking for workrsquo16

12 Intermedium October 2019 Fewer panels bigger stakes13 Intermedium April 2019 DTA grapples with rise of cloud14 Intermedium October 2019 Panel refresh sets stage for cloud services revolution15 Department of the Prime Minister and Cabinet December 2019 Delivering for Australians16 Department of the Prime Minister and Cabinet April 2019 Australian Digital Council Communiqueacute ndash 05 April 2019


CONTENTS

VIC

OverviewVictoria increased its score from 86 to 88 moving down from 2nd to 3rd position on the leaderboard It has embarked on significant public sector reforms under the One VPS banner which is anticipated to provide more connected technology and processes which should result in a more agile public sector that is in turn more responsive to the needs and demands of government and citizens While this has had a positive impact on its score the increase was diminished slightly by delays and lack of public progress reporting surrounding its data retention and cyber security policies

StrategyThis is the final year under the current Victorian Government Information Technology Strategy 2016-202017 At the time of release this was a comprehensive strategy centred around cloud adoption the release of public data sets and increasing the ICT skills base of the public sector but it is beginning to show its age A Victorian Government 2020+ Digital Strategy is expected later this year adopting newer principles and reflecting initiatives such as life journey mapping methodology and a commitment to data-driven service delivery18

Victoria has been consistent in releasing annual action plans to support its ICT strategy and has scored highly in this area as a result The 2019-20 plan outlines 15 actions for completion by the end of the financial year including research into the adoption of Robotics Process Automation and improving public sector executivesrsquo digital skills19

Victoriarsquos Enterprise Solutions division has continued to maintain its ICT Dashboard providing a strong degree of accountability in ICT project management The dashboard assigns ICT projects with a cost above $1 million a traffic-light style rating which shows 277 projects reported and 25 completed up to Q1 2019-20 Victoria allows the underlying dataset to be extracted providing higher granularity in its reporting than any other jurisdiction

PolicyVictoria is the national leader in privacy policy and governance in large part due to the committed approach of the Office of the Victorian Information Commissioner (OVIC)

Victoria

17 Victorian Government May 2016 Victorian Government Information Technology Strategy 2016-202018 Victorian Government December 2019 We are committed to a more connected and customer-focused Government for Victorians19 Victorian Department of Premier and Cabinet December 2019 Information Technology Strategy 2019-20 Action Plan


CONTENTS

The OVIC was established in 2017 placing privacy and freedom of information under an Information Commissioner along similar lines to NSW

At the policy level agencies are required to implement individual privacy policies under the statersquos ten Information Privacy Principles regulated by the Privacy and Data Protection Act (2014) OVICrsquos guidelines for applying the principles are detailed and consistently updated (most recently in November 2019)20

Data retention is the responsibility of the Public Record Office Victoria (PROV) Under the Victorian Electronic Records Strategy 2018-21 PROV is engaged in a Digital Archive program of works to upgrade its digital infrastructure for the storage and access of permanent digital records21 PROV also maintains an annual action log under the strategy22 and reports on agency information management maturity every two years23

Victoriarsquos score in this subcategory is held back by delays with the Digital Archive programrsquos completion now being postponed until mid-2020 (it was originally expected to be completed in 2018) Given PROVrsquos high level of activity Intermedium expects that Victoria will improve substantially in this area in the next indicator

A new Open Data Policy is slated for publication in June 2020 with public consultation ending in January24

Victoria was the first state or territory government to release a WofG cyber security strategy in 2017 with a theme of lsquocyber resiliencersquo covering the areas of preparation for response to and recovery from cyber incidents25 However the strategyrsquos implementation timeline ends in March 2019 and there is no action plan laid out for 2019-20 Additionally there is no concrete public reporting against the strategyrsquos previous milestones

GovernanceResponsible Minister(s) Premier the Hon Daniel Andrews Special Minister of State the Hon Gavin Jennings

The Enterprise Solutions branch of the Department and Premier and Cabinet is responsible for the WofG ICT direction of the state Victoria also has a CIO leadership group to facilitate interagency collaboration

A lsquoOne VPSrsquo program under the Secretariesrsquo Board is underway to drive mobility collaboration professional capability and innovation through the statersquos public sector as well as accelerating technology projects One VPS aims to create ldquoseamless citizen-focused public servicerdquo throughout government26

Service delivery key agencyService Victoria is taking a pragmatic approach to digital services delivery that is less all-encompassing than the NSW model with Chief Customer Officer Darren Whitelaw noting in 2018 that the state takes a more incremental approach that is focused on immediate customer outcomes rather than on an expansive centralisation of digital services27 Following this philosophy Service Victoria operates a serviceable customer-facing web page making it easy to conduct common transactions such as renewal of vehicle registration and Working with Children checks

Service Victoria was initially funded to the tune of $811 million in 2016-17 However it has received no new initiative funding in the past two budgets

20 Office of the Victorian Information Commissioner November 2019 IPP Guidelines21 Public Record Office Victoria January 2020 Digital archive program22 Public Record Office Victoria December 2019 About the action log23 Public Record Office Victoria July 2019 What is the IMMAP24 Victorian Department of Premier and Cabinet Updating Victoriarsquos Open Data

Policy25 Intermedium August 2017 Victoria formalises WofG cyber security priorities26 Victorian Government October 2019 One VPS27 itNews May 2018 Why Service Victoria doesnrsquot want to be a digital trailblazer


CONTENTS

Procurement The 2016 ICT strategy introduced a ldquoshare firstrdquo principle for ICT procurement that would particularly avoid bespoke procurement prioritising instead as-a-Service or off-the-shelf products28 The 2019-20 IT Strategy Action Plan pledges to ldquotake a broader government viewrdquo when procuring IT systems with greater collaboration with major suppliers alongside capability uplift within the public service

Victoria maintains an online directory for ICT services suppliers through its eServices Register 2019 saw the long-delayed creation of a cyber security panel through the Register as originally promised in the statersquos Cyber Security Strategy in 2017

Overall Victoriarsquos procurement systems are fit-for-purpose but do not significantly incorporate innovative approaches which if included could significantly boost the statersquos score

CollaborationAs is now the case in all Australian jurisdictions Victoria is collaborating with other governments on digital issues through the ADDC and its score has benefited in this regard Victoria is working on two ADDC initiatives It is

1 co-leading with the DTA in developing theNational API Standard (NAPIS)29 and

2 coordinating cross-jurisdictional policycollaboration on emerging technologies thatrequire a unified national approach30

28 Intermedium May 2016 Vicrsquos 2016-20 IT strategy reveals new procurement ethos29 Digital Transformation Agency December 2019 APIs enabling better government interactions and data sharing30 Department of the Prime Minister and Cabinet April 2019 Australian Digital Council Communiqueacute ndash 05 April 2019


CONTENTS

QLDOverviewChanges in Queensland have been incremental in the form of minor policy refreshes and collaborations with the ADDC (including lead jurisdiction responsibility for the lsquolooking for workrsquo life journey) The increase to the statersquos score reflects the quality and up-to-date status of its project dashboard a mechanism that supports transparency and governance Due to the small movements in its score it has slipped in the leaderboard from 2nd position in the July 2016 report to 4th in the current iteration

StrategyQueensland released its Our Future State Advancing Queenslandrsquos Priorities strategy in August 2018 which aims to future-proof the state in six key areas economic investment child welfare healthcare community safety the environment and digital service delivery

In keeping with NSW Queenslandrsquos latest strategy has a strong emphasis on customer service and user-friendly design This is shown through the sixth spoke of Our Future State ldquoBe a responsive governmentrdquo This includes a priority of making government services ldquoeasy to userdquo with the goal of achieving 70 per cent citizen satisfaction with use of government services in 2020

Our Future State is intended to build on the 2017-2021 DIGITAL1ST strategy which outlines the statersquos high-level digital goals31 However progress updates against either documentsrsquo goals have been patchy since Our Future Statersquos publication in 2018 reducing Queenslandrsquos scoring in this area slightly This was mitigated by Queenslandrsquos rigour in providing up-to-date information on digital projects through its digital dashboards

PolicyQueensland continued with reasonably strong and well-updated ICT policy across all areas 2019 saw the release of a New Strategic Plan for the Office of the Information Commissioner (2019-23) which noted the coming challenge of artificial intelligence to citizen privacy32

Data retention policy saw a minor update in April 2019 with the next review due in June 2020

Since the establishment of the DIGITAL1ST strategy in 2017 Queensland has had a policy of preferring open data over closed 2019 saw the refresh of more individual agency open data strategies

Queensland

31 Queensland Government 2018 Our Future State32 Office of the Information Commissioner Queensland 2019 Our priorities


CONTENTS

Queensland still lacks a dedicated WofG cyber security strategy despite strong budgetary commitments to building cyber security and crimefighting abilities through the Department of Justice and the Attorney-General33 The existence of such a strategy or policy would boost its score in this enabler

GovernanceResponsible Minister(s) Minister for Digital Technology the Hon Mick de Brenni

With the retirement of Andrew Mills as Queensland Government WofG CIO the state has created the new role of Chief Customer and Digital Officer to oversee WofG digital transformation Chris Fechner formerly Chief Digital and Product Officer at Service NSW34 has been appointed to the role

Queensland updated its Financial and Performance Management Standard (FPMS) in September 2019 which now requires all government agencies to ldquohave regard tordquo the Queensland Government Enterprise Architecture (QGEA) Framework when making decisions relating to internal control financial management systems and risk management35 The QGCIO uses the QGEA to ensure leverage of investments and realise the goal of seamless service delivery across government through a ldquofederatedrdquo model building on agency sharing

The Deputy Directors-General Digital and ICT Steering Committee also has oversight of the QGEA and the ICT Category Council which consults industry and academia and oversees strategic procurement meeting four times a year

Service Delivery key agency Queensland again has taken a different approach to multichannel service delivery to both NSW and Victoria in large part owing to its large and decentralised regional population Smart Service Queensland is responsible for shopfront interaction with citizens which come in two forms - Queensland Government Agent Program (QGAP) one-stop shops specifically for rural and regional areas and Queensland Government Services Centres (QGSCs) ldquocross-government

33 Intermedium June 2019 Justice reigns supreme in QLD budget34 The Mandarin January 2020 NSW digital chief off to Queensland35 Queensland Government Chief Information Office 2019 QGEA and government bodies under the FPMS36 Queensland Government 2019 Provide services through Queensland Government counters37 Business Queensland 2019 SMEs supplying ICT38 Department of Housing and Public Works 2018 Strategic Plan 2018-22

integrated service countersrdquo in Brisbane Maroochydore and Cairns36

However Queensland appears to be increasingly taking cues from the NSW approach Its primary digital channel qldgovau is user-friendly with centralised access to a broad range of government services that appear to be in-line with the strategic goals of ldquoresponsive governmentrdquo and making services ldquoeasy to userdquo

The new Chief Digital and Customer Officer role may see further developments in service delivery modelled more closely on the Service NSW experience given the new title reflects a greater focus on customer experience outcomes

ProcurementQueensland gained its high score in this enabler from its procurement policy refresh in 2018 However 2019 has seen little movement with still no word on the introduction of a digital marketplace promised in the DIGITAL1ST strategy

The statersquos commitment to developing local industry and small-medium enterprises (SMEs) through its ldquoBuy Queenslandrdquo strategy has found expression in the statersquos ICT SME participation scheme policy which was finalised in September 2018 The policy guarantees shortlisting of at least one SME if they have responded to an ICT tender and direct engagement with SMEs for certain solutions valued up to $50000037

CollaborationQueenslandrsquos score against the collaboration enabler has been boosted by its participation in the ADDC It is the lead jurisdiction for the lsquolooking for workrsquo life journey project one of three such ADDC endorsed projects

Collaboration through jurisdictional partnerships to enable human-centred design forms a core plank of the Department of Housing and Public Worksrsquo 2018-22 Strategic Plan for achieving the objectives of Our Future State38


CONTENTS

OverviewSouth Australiarsquos score improved from its strong 78 to 85 due to minor policy improvements ndash notably in data retention and management the development of myGOV SA and participation in the ADDC Due predominantly to other jurisdictions manifesting greater activity against enablers than SA its position on the leaderboard has been static at 5th for the last three reports of the DGRI but it is well poised to cross the Digital Government Ready threshold score of 90 in the next report

StrategyThe current Government ICT Strategy 2018-2021 contains four objectives better access to services for citizens and employees seamless service delivery enabled by a hybrid and multi-cloud environment a connected government allowing for cross-agency collaboration and an architecture that embraces cloud-native techniques and APIs

A Digital Transformation Strategy which pre-dates the latest ICT strategy contains digital government principles initiatives and explanations of what digital transformation means for citizens and government employees

South Australia maintains a list of digital achievements under the transformation strategy but does not provide timelines or link the achievements to specific strategic goals39 More regular reporting on the progress of the goals listed in both the ICT and the Digital Transformation strategies would boost SArsquos scores in this area

PolicySouth Australia scores highly on open data and cyber security but is held back by the lack of a dedicated Privacy Commissioner and outdated Privacy Principles which are insufficiently aligned to a digital focus

Privacy issues affecting the state are decided on by the Federal Office of the Australian Information Commissioner rather than within the state

Some progress was made in 2019 on data retention policy with the release of the 2019-22 Strategic Plan for Archives and General Disposal Schedule 2020-2026 Under this plan each agency is responsible for making sure that digital records and metadata are captured and retained for an appropriate timeframe

The 2018-21 Cyber Security Strategic Plan had a progress report update in January 2019 and is one of the jurisdictionrsquos strong points The Planrsquos activities are structured within three

South Australia

39 SA Department of Premier and Cabinet Digital achievements

SA


CONTENTS

themes strengthen governance for WofG cyber security build resilience to threats and strengthen incidence response and cultivate a shared responsibility for cyber security across the three levels of government private sector and academia

The Open Data Framework specifies responsibilities priorities principles and resources for agencies to develop a successful open data plan SA agencies are required to make their data available on datasagovau

In November 2019 South Australia commenced a search for its inaugural WofG Chief Digital Officer which will sit in the DPCrsquos ICT and digital government division

Governance Responsible Minister(s) Minister for Innovation and Skills the Hon David Pisoni

With policy and strategy the responsibility of the ICT and Digital Government division of the Department of the Premier and Cabinet (DPC) Premier Marshall is responsible for digital and has attended an ADDC meeting in this role However David Pisoni Minister for Innovation and Skills generally represents the state at ADDC meetings

South Australiarsquos score suffered from lack of reporting on internal governance and collaboration structures with reference to Secretary- and CIO-level ICT committees and policy boards absent from recent publications

Service Delivery key agencySouth Australiarsquos efforts to centralise access of government services through a single customer-facing interface appear to have paid off with the service sagovau website presenting as a user-friendly portal with helpful links to vehicle registration license renewal forms and other information

The state was notably the first in the nation to conduct a state-wide rollout of a digital driversrsquo licences These licences are linked to citizen mySA GOV accounts which acts as the online transaction platform for South Australia

mySA GOV brings together various government information and transactions such as vehicle registration medical self-assessments and demerit points into a single account

The mySA GOV app also now allows for the creation of real estate agent registrations

occupational licenses (eg security and boating licenses in addition to driversrsquo licenses

The state has also implemented a common digital forms platform to provide agency-integrated online forms for citizens and businesses The platform has replaced over 400 formerly paper forms to date40

ProcurementSouth Australiarsquos high procurement scoring can be attributed to their eProjects panel which operates as a general portal for ICT project services alongside a similar Cyber Security Portal The eProjects panel allows simplified procurements up to $700000 value with more stringent requirements up to $44 million

A Cyber Security marketplace was promised in the statersquos 2018 Cyber Security Strategy however there have been no updates on this initiative

South Australia has however started to move towards enacting its vision for a hybrid ldquomulti-cloudrdquo public sector as outlined in its 2018-21 ICT Strategy41 A government tender released in November 2019 sought the creation of a Managed Platform Services panel which will centralise the procurement of on-premise co-location and hyperscale cloud services into a mandatory arrangement The tender documents noted a ldquoconvergence of technologiesrdquo in the cloud services market as driving the panel consolidation42

CollaborationAs with other jurisdictions South Australiarsquos participation in the ADDC has boosted its scores against the collaboration enabler Also contributing to the statersquos score in this area is its proactive attitude towards digital project collaboration It was one of the first jurisdictions to sign a Memorandum of Understanding with the Federal government to integrate myGovID with its own digital identity in December 201843

South Australia is also piloting cross-jurisdictional data-sharing alongside NSW and the Federal government to improve service delivery for people living with a disability

At the December 2019 meeting of the ADDC South Australia agreed to participate in piloting e-invoicing across government agencies This followed from successful pilots spearheaded by the ATO and NSW

40 Department of the Prime Minister and Cabinet April 2019 State of the Data and Digital Nation41 Intermedium November 2018 SA envisions multi-cloud future42 Intermedium November 2019 SA cloud dreams become a reality43 The Mandarin December 2018 NSW SA governments progress deals with Commonwealth on digital and data


CONTENTS

OverviewFor the second consecutive year the Northern Territory significantly increased its score ndash up 266 per cent from 63 to 80 ndash and thus moving to 6th position on the leaderboard leapfrogging WA and the ACT Its strong result is due to consistency in updating Action Plans against its ICT strategy (including a digital dashboard) activating a live Data Portal and showing a high level of transparency with regards to its ICT governance structures Its strong performance appears to have been significantly enabled by its change of government in August 2016

StrategyThe Northern Territoryrsquos strong performance in the 2020 DGRI is due to its inaugural digital strategy released in October 2018

The Digital Territory Strategy is organised around lsquofive directionsrsquo to assist Territorians to get the most from digital opportunities growing jobs and business connecting Territory communities building digital skills enabling smarter communities and improving government services The strategy envisions customer-centric services online identity verification and moving applications to efficient and sustainable platforms

The Northern Territory has been diligent in its reporting against this strategy releasing a detailed 2019-20 Action Plan in October 201944 and creating a user-friendly ICT projects dashboard that reports progress against the goals outlined in the strategy and action plans

PolicyThe ten binding Information Privacy Principles and the existence of an Information Commissioner who sits within the Territoryrsquos Ombudsmanrsquos Office places the jurisdiction in a strong position for this category

However the Northern Territoryrsquos data retention policy would benefit from greater recognition of the unique issues and challenges of digitisation

The 2018-19 budget funded the establishment of an open data portal which launched in May 2019 with 250 datasets As of November 2019 the portal contained over 639 datasets sourced from 21 Territory agencies accessible through a user-friendly web interface

Northern Territory

44 Northern Territory Government October 2019 Explore the Action Plan

NT


CONTENTS

The Northern Territory lacks a standalone WofG cyber security policy holding it back from higher scoring on this metric However governance is strong in this area with the establishment of the Cyber Security Committee and the Security Leadership Group to provide high-level advice and co-ordination through the Cyber Security Governance Framework

Governance Responsible Minister(s) Minister for Corporate and Information Services the Hon Lauren Moss

The Northern Territory continues to maintain a clear and well-documented ICT governance structure which includes an ICT Leadership Group ICT Governance Board and CIO Forum Ewin Perrin has been Executive Director Digital Government since September 2019

The Department of Corporate and Information Services is responsible for WofG digital transformation through its Office for Digital Government Reporting on governance responsibilities and procedures was well documented in the departmentrsquos Annual Report 2018-19

Service delivery key agency While the ntgovau website has seen a makeover and the addition of information on a variety of services relevant to citizens the Northern Territoryrsquos score would be improved by digitisation of more services and by putting in place an online citizen account allowing for a more integrated citizen experience when completing transactions online

ProcurementThe Northern Territoryrsquos procurement policy scoring remains unchanged from last yearrsquos report however the release of the WofG document A Plan for Budget Repair in April 2019 called for a single enterprise approach to sourcing back office ICT systems and services

To replace the expiring ICT Specialist Services panel the Department of Corporate and Information Services is looking to reorganise the panel into three streams ndash

output-based work labour hire and online fixed price services The new panel is expected to be accessible via a portal and will act as a pilot for future procurement reform

The Northern Territory is developing its local ICT industry engagement with an independent review into government procurement of ICT services planned for 2019 however the report remains in the lsquodesign phasersquo on the Territoryrsquos dashboards

Collaboration As with other jurisdictions Northern Territoryrsquos participation in the ADDC has boosted its scores against the collaboration enabler However the Northern Territory is not currently a lead jurisdiction for any ADDC supported projects


CONTENTS

OverviewThe Australian Capital Territory improved its score from 75 to 79 However due to greater activity by other jurisdictions it dropped in the leaderboard from 6th to 7th position In late 2019 the Territory released a draft ICT Strategy ndash which did not contribute to its score this year but foreshadows a significantly improved score in the next report It has also released an open data portal and updated its cyber security strategy Increases in its score also came from its participation in ADDC notably its lead jurisdiction role in the lsquobirth of a childrsquo journey map the most advanced of the three

StrategyLast year saw the expiry of the ACTrsquos 2016-19 Digital Strategy45 Even prior to its expiry it received significant public criticism in a report by the Auditor-General which commented on its lack of specific strategic planning and goals for directorates The report also found that initiatives intended to promote WofG ICT strategic planning were mostly ineffective46

The ACT has now released a consultation draft of its digital strategy for 2020 and beyond47 Its draft status did not allow it to contribute to scoring under this enabler but is highly likely to boost its scoring in the next report as the contents of the draft are promising It has a focus on four key areas that should lead to a more productive outcomes-driven result

1 provision of citizen-centric services2 recognition at all levels that data is collected

stored and used on behalf of the community3 a move from co-ordinated to co-designed

city planning and4 maintenance of strategic relationships

with industry

Very limited public reporting has been carried out on progress of strategic initiatives A now-expired Digital Canberra Action Plan 2014-1848 overlapped the now-lapsed strategy but did not provide any form of implementation timeline The Auditor Generalrsquos report mentioned above explicitly recommended the development of an action plan containing objective metrics and estimates

PolicyAgencies are required to follow the Territory Privacy Principles which are mandated under the Information Privacy Act 201449 While the ACT scored highly in this category due to the rigour and mandatory status of the principles it would benefit from an update or a digital-specific

Australian Capital Territory

45 ACT Chief Minister Treasury and Economic Development Directorate 2016 Australian Capital Territory 2016-19 Digital Strategy46 ACT Audit Office June 2019 ICT Strategic Planning Report No 6201947 ACT Government September 2019 Draft ACT Government Digital Strategy48 ACT Chief Minister Treasury and Economic Development Directorate March 2014 Digital Canberra Action Plan 2014-1849 Office of the Australian Information Commissioner September 2014 Territory Privacy Principles

ACT


CONTENTS

WofG policy that more explicitly addresses the issues raised by technological and social change over the six years since the principles were published

The ACT has a formal arrangement with the (Federal) Office of the Australian Information Commissioner to carry out a number of privacy functions such as responding to complaints and assessing agenciesrsquo compliance with the Information Privacy Act

The ACTrsquos Standard for Records Information and Data was published in July 2016 by the Territory Records Office50 The standard provides only high-level guidance and barely address digital issues The ACTrsquos score in would benefit from an explicitly ICT-focused data retention policy

The ACT has a strong history of releasing datasets publishing an Open Data policy 2015 and prior to that running an Open Data Initiative (since 2011) Over 900 datasets sourced from Canberra are published on open data portal dataactau including a mechanism to create visualisations of data sets51

In August 2019 the Chief Minister Treasury and Economic Development Directorate released version 210 of the territoryrsquos ICT Security Policy which supplements the ACT Government Protective Security Policy Framework (PSPF)52 The strategy is mandatory thorough and provides concrete actionable advice and direction to agencies The Territory could leverage a cyber security advantage as it houses Federal cyber security agencies research institutions and industry national headquarters

GovernanceResponsible Minister(s) Chief Minister Andrew Barr Minister for Advanced Technology and Space Industries Mick Gentleman

The Chief Digital Officer is responsible for the Territoryrsquos strategic vision and for setting policy and standards The Office of the Chief Digital Officer which was established in 2015 falls within the Chief Minister Treasury and Economic Development Directorate

The ACT also has a Digital Services Governance Committee which meets regularly and facilitates coordination of strategic planning across agencies The committee also provides advice to the Budget Committee of Cabinet53

Service delivery key agencyThe ACTrsquos multichannel centralised platform for delivering services to citizens is Access Canberra which consists of shopfronts as well as a web platform which enables 400 different transactions such as driversrsquo licence renewal or applying for a birth death or marriage certificate online

Accessing services online through Access Canberra is straightforward and the site contains substantial helpful information

$74 million was assigned in the 2019-20 budget to the lsquoACT Digitalrsquo initiative to move additional community services online This includes maintaining the ACT Digital Account system54

The ACTrsquos provision of digital services includes the local government level Its local government charter combined with its predominantly urban base allows the government to experiment with and implement initiatives such as the Canberra Smart City project55

Procurement The Digital Strategy 2016-19 called for a model of ldquoResponsive Procurementrdquo to maximise the governmentrsquos flexibility reduce overheads for both government and suppliers and encourage as-a-Service adoption The new draft strategy re-emphasises this model with a focus on flexible outcomes-driven procurement instead of the traditional up-front Statement of Requirements

CollaborationAs is now the case in all Australian jurisdictions the ACT is collaborating with other governments on digital issues through the ADDC The ACT is the lead jurisdiction in the lsquobirth of a childrsquo life journey mapping initiative to develop a lsquotell us oncersquo approach for parents to register new babies and automatically enrol them for Medicare Centrelink payments and similar services56

The ACT makes use of multidisciplinary teams comprised of policy-makers project managers designers and Access Canberra representatives to implement ldquointegrated design thinkingrdquo in the agile development of digital products57

50 Territory Records Office July 2016 Standard for Records Information and Data51 ACT Government ACT Government Open Data Portal52 ACT Chief Minister Treasury and Economic Development Directorate August 2019 ACT Government ICT Security Policy53 ACT Chief Minister Treasury and Economic Development Directorate 2018 Annual Report 2017-1854 Intermedium August 2019 ACT quietly getting on with digital transformation55 ACT Chief Minister Treasury and Economic Development Directorate 2016 Canberra Smart City56 Department of the Prime Minister and Cabinet April 2019 Australian Data and Digital Council Communiqueacute ndash 06 September 201957 Intermedium August 2019 ACT quietly getting on with digital transformation


CONTENTS

OverviewWestern Australiarsquos score increased from 68 to 74 ndash dropping in rank from 7th to 8th on the leaderboard In 2016 it ranked 6th and its position has been dropping since the change of government in March 2017 Its improvements in the six key enablers were limited to an updated data retention policy and its participation in the ADDC Further potential policy improvements are on the horizon with legislative reform of data and privacy practice in the pipeline alongside planned privacy and data sharing frameworks all of which can be expected to improve its results in the next DGRI

StrategyWestern Australia is now entering the final year of its Digital WA State ICT Strategy 2016-2020 which lifted the statersquos score substantially when it was published in the lead-up to the June 2016 DGRI An updated ICT strategic plan is currently under development58

The strategy suggested improved ICT governance a digital services platform procurement reform and an ICT dashboard59

While the strategy set out responsibilities for ICT governance and a strategic roadmap for implementation of digital transformation it appears to have received little attention in the intervening years ndash possibly due to the change of government following the 2017 state election ndash meaning that promised outcomes such as the ICT projects dashboard have not eventuated

In conjunction with the pilot program for ServiceWA which was funded in the 2019-20 state budget for $66 million60 WA has released a series of policies under its Digital Services Policy Framework This includes standards for accessibility usability and common look-and-feel as well as a digital services content standard

The former Office of the Government Chief Information Officer was responsible for reporting to Parliament every six months However the replacement Office of Digital Government (DGov) which sits within the Department of Premier and Cabinet does not appear to be reporting publicly

Western Australiarsquos scoring in this enabler would benefit from more regular reporting of progress against their strategic goals either through strategy action plan updates or a project dashboard as called for in their ICT strategy

58 WA Department of the Premier and Cabinet September 2019 Premier and Cabinet Annual Report 2018-1959 Intermedium May 2016 Digital transformation takes off in WA with inaugural ICT strategy60 WA Government December 2019 Digital Services Policy Framework

WA

Western Australia


CONTENTS

PolicyWA does not currently have a formal privacy policy beyond an interim position that agencies should act in a way that is consistent with the (Federal) Australian Privacy Principles61 Legislation to bring WA into line with other jurisdictions is currently in development ndash with public consultation ending in November 2019 This new privacy and responsible information sharing legislation will be accompanied by a WofG framework covering privacy and information sharing and a new Privacy Commissioner role

Once these reforms are implemented WArsquos score in this enabler is likely to improve considerably

The privacy legislative reforms mentioned above will also include the introduction of a WofG Chief Data Officer to establish information-sharing standards across government

The State Records Office released the Born Digital Managing Government Information and Data framework in November 201862 The framework provides high-level objectives for agencies to consider as part of their digital transformation but includes only limited concrete advice

Western Australiarsquos WofG Digital Security Policy was launched in May 2016 with a minor update in June 201763 Its content is limited to listing a small number of policy requirements for agencies to adhere to ndash though further detail is provided in a supplementary guide64

GovernanceResponsible Minister(s) Minister for Innovation and ICT the Hon Dave Kelly

WofG ICT responsibility lies with the Government Chief Information Officer who leads DGov within the Department of the Premier and Cabinet DGov received $347 million in operating funding in the 2019-20 Budget

Further ICT governance has historically been provided by the statersquos Directorsrsquo General ICT Council and Business and Technology Advisory Committee However these committees have not reported publicly on their activity since September 2018

61 WA Government May 2018 Interim Privacy Position62 State Records Office of Western Australia November 2018 Born Digital Managing Government Information and Data63 WA Government June 2017 Digital Security Policy64 WA Government June 2017 Digital Security Policy Supplementary Guide65 Department of the Prime Minister and Cabinet April 2019 Australian Digital Council Communiqueacute ndash 05 April 2019

Regular reporting on ICT governance procedures would increase accountability and transparency and improve WArsquos score in this subcategory

Service delivery key agencyThe 2019-20 state budget set aside $69 million to pilot a ServiceWA one-stop shopfront in Bunbury The pilot which promises to improve multichannel service delivery brings together siloed customer-facing agencies with the goal of putting the lsquocitizen at the centrersquo Full realisation of ServiceWA as a multichannel citizen-centric service delivery agency would boost the statersquos scoring in this enabler further

The statersquos centralised customer-facing website WAgovau has continued to mature since its launch in 2018 and acts as a portal for online services provided by agencies

Procurement The GovNext-ICT program commenced in 2017 with the aim of transitioning government agencies away from owning infrastructure and towards as-a-Service offerings An ICT Service Broker Team within DGov is responsible for assisting agencies in their cloud migration through GovNext-ICT and received $102 million in 2019-20 Budget funding towards that end

CollaborationAs is now the case in all Australian jurisdictions Western Australia is collaborating with other governments on digital issues through the ADDC WA is a key participant in a project to integrate state and Federal data relating to birth defects compiling information on pharmaceuticals taken by pregnant women to investigate possible adverse effects65


CONTENTS

Overview

Tasmania can be expected to improve its score of 70 significantly once its inaugural WofG ICT strategy (currently in draft format) is finalised Tasmania has made some incremental governance and policy improvements ndash notably a cyber security strategy released in December 2018 ndash and once the major shortcoming of its lack of an approved WofG ICT strategy is addressed the state should reach a solid level of digital readiness

StrategyTasmaniarsquos digital readiness score is likely to be improved with the release of a new ICT strategy nine years after its last strategy

The draft strategy named Our Digital Future was put out for public consultation in September 2019 with the final version to be released in early 2020 According to the Ministerrsquos forward Tasmania intends to provide citizens with more choice convenience and flexibility by enabling access to services and information lsquoanywhere anytimersquo

The draft strategy prioritises three areas building a more digitally engaged confident and connected community enabling technological capabilities in business and transforming service provision by improving infrastructure data management and cyber security

Provided Tasmania offers regular updates on the delivery of the strategyrsquos objectives once launched the state will be well-positioned for a rapid increase in its scoring

PolicyTasmaniarsquos ICT policies are developed by the Digital Strategy and Services division of the Department of Premier and Cabinet apart from the Tasmanian Government Information Management Framework66 which is developed by the Office of the State Archivist

The Framework is a set of policies standards and tools to help agencies adopt effective information management A resource to assist agencies make decisions about data sharing by considering privacy alongside other benefits is the Administrative Data Exchange Protocol for Tasmania67

66 Tasmanian Office of the State Archivist 2019 Exposure Drafts67 Tasmanian Department of Premier and Cabinet 2019 ADEPT Principles

TAS

Tasmania


CONTENTS

Finalisation of standards including the Information Assets Standard and Information Security Classification Standard by the Office of the State Archivist will see improvements in scoring in this area in the future

The statersquos inaugural cyber security policy released in December 2018 provides a consistent risk-based approach for agencies to identify and manage their cyber security risks

This policy along with the Tasmanian Government Open Data Policy70 which intends to embed principles including ldquoopen by designrdquo ldquoprotected where requiredrdquo ldquodiscoverablerdquo and ldquousablerdquo into agency data release programs received solid scoring

Governance Responsible Minister(s) Minister for Science and Technology the Hon Michael Ferguson

Tasmaniarsquos WofG CIO was appointed in 2017 and leads the Digital Strategy and Services division of the Department of Premier and Cabinet The division has four business units which cover strategy policy and cyber security project management service delivery and operations and divisional support

The governance framework for digital services is comprised of the Digital Services Board (The Board) Deputy Secretaries Digital Services Committee (The Committee) and Digital Services Advisory Group (The Group)

The Board is responsible for enabling WofG digital strategies policies and initiatives and is supported by the Committee which receives advice from the Group

The clear governance structure has resulted in strong scoring for governance but improvements can be made with more frequent reporting of meeting outcomes

Service delivery key agency The Service Tasmania portal provides online citizen-facing service delivery with access to payments forms information and business services readily available in a centralised fashion

However Service Tasmania last saw a major design refresh in 2014

70 Tasmanian Department of Premier and Cabinet 2016 Tasmanian Government Open Data Policy

Procurement Tasmania is currently reviewing its technology services procurement arrangements with the Department of Treasury and Finance releasing a discussion paper in October 2019

The paper cites criticism from suppliers on the complexity of the procurement framework as inhibiting effective government technology updates

Currently Tasmanian agencies must conduct their ICT procurements according to the 1995 version of the national Government Information Technology Conditions (GITC) framework However as the paper notes all other jurisdictions have moved well ahead with later iterations of the GITC or other contracting arrangements

Alongside considering a refresh to the GITC the state is also considering the next steps for its 64-member ICT Professional Services Panel (ICTPS 2017) ndash including whether to make the panelmandatory or transition to a multi-use list orlsquoprequalification schemersquo (as it is known in NSW)

Collaboration Tasmania like all other stateterritory jurisdictions is a member of the ADDC The Minister for Science and Technology has attended two of the five last ADDC meetings (including its predecessor the Australia Digital Council) Senior officials have represented the Minister in three according to advice from Tasmanian officials


CONTENTS

Methodology Note

The Digital Government Readiness Indicator rates the degree to which each Australian jurisdiction has put in place key enablers to deliver citizen-centric digital services Intermediumrsquos analysts assign weighted scores to thirteen key criteria across six categories

CATEGORY CRITERIA

ICT STRATEGY1 Quality and relevance of ICT strategy2 Update frequency of ICT strategy3 Reported progress against the goals enunciated in ICT strategy

ICT POLICY4 Open data policy5 Digital privacy policy6 Data retention policy7 Cyber security policy

ICT GOVERNANCE8 The existence of a WofG role for Digital Transformation (eg WofG CIO)9 The existence of a responsible minister10 Quality of internal governance and collaboration

KEY SERVICE DELIVERY AGENCY 11 The existence of a nominated WofG service delivery agency

PROCUREMENT POLICY

12 The existence of procurement policies that support ready access to innovativecontemporary solutions

CROSS- JURISDICTIONAL COOPERATION

13 The level of collaboration with other jurisdictions

THIS REPORT IS BASED ON PUBLICLY AVAILABLE INFORMATION


CONTENTS

Intermedium specialises in Australian public sector use of information and communication technology (ICT) Our dedicated focus on the public sector allows us to generate insight not obtainable from any other source Many years of government as well as ICT industry experience informs our comprehensive understanding of the public sectorrsquos use and procurement of ICT

We provide online resources tailored bespoke research services and consulting services Small to Medium Enterprises through to the largest multinationals as well as government agencies subscribe to Intermedium online resources

Our online Knowledge Base provides up to date information on ICT issues and activity in government including digital transformation analytics cloud cyber security shared services and emerging hot topics

Government personnel receive complimentary access to the Knowledge Base

Register at wwwintermediumcomau

About Intermedium

Research AnalystsJack Le Guay Jeremy Blowes

General Manager ResearchChris Huckstepp

Principal Analyst Judy Hurditch

Address Suite 302 Level 3 38 Oxley Street St Leonards NSW 2065

Telephone +61 (0)2 9955 9896

Email adminintermediumcomau

Website wwwintermediumcomau

Contact Us

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CONTENTS

About The Digital Government Readiness Indicator 3

Executive Summary 4

Results Overview 7

New South Wales 10

Federal 13

Victoria 16

Queensland 19

South Australia 21

Northern Territory 23

Australian Capital Territory25

Western Australia 27

Tasmania 29

Methodology Note 31

About Intermedium Contact Us 32

Contents


CONTENTS

About the DGRI







AN ICT STRATEGY











CONTENTS

Executive Summary


















CONTENTS

GRAPH 1



Procurement Policy


97NSW

92FEDERAL

88VIC

0 1 2 3 4 6 8 10975

74WA

85SA

70TAS

79ACT

80NT

87QLD






CONTENTS

3

4

6

8

10

9

7

5




9792888785807974

TAS 70


GRAPH 2




3 SA 74 FED 78 FED 86 VIC 88


5 FED 69 SA 75 SA 78 SA 85

6 WA 61 ACT 63 ACT 75 NT 80

7 ACT 51 WA 59 WA 68 ACT 79

8 TAS 48 TAS 48 NT 63 WA 74

9 NT 41 NT 45 TAS 55 TAS 70


TABLE 1


CONTENTS

Results Overview














CONTENTS
















CONTENTS








TABLE 2


Gentleman Ferguson

Gentleman Official

Gentleman Official


CONTENTS

New South Wales

NSW

Overview








CONTENTS


















CONTENTS








CONTENTS

Federal












CONTENTS

















CONTENTS

















CONTENTS

VIC






Victoria



CONTENTS















CONTENTS









CONTENTS








Queensland



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CONTENTS









South Australia


SA


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CONTENTS








Northern Territory


NT


CONTENTS












CONTENTS







with industry





ACT


CONTENTS


















CONTENTS









WA

Western Australia


CONTENTS
















CONTENTS

Overview









TAS

Tasmania


CONTENTS


















CONTENTS

Methodology Note


CATEGORY CRITERIA





PROCUREMENT POLICY






CONTENTS






About Intermedium





Telephone +61 (0)2 9955 9896



Contact Us

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CONTENTS

About the DGRI







AN ICT STRATEGY











CONTENTS

Executive Summary


















CONTENTS

GRAPH 1



Procurement Policy


97NSW

92FEDERAL

88VIC

0 1 2 3 4 6 8 10975

74WA

85SA

70TAS

79ACT

80NT

87QLD






CONTENTS

3

4

6

8

10

9

7

5




9792888785807974

TAS 70


GRAPH 2




3 SA 74 FED 78 FED 86 VIC 88


5 FED 69 SA 75 SA 78 SA 85

6 WA 61 ACT 63 ACT 75 NT 80

7 ACT 51 WA 59 WA 68 ACT 79

8 TAS 48 TAS 48 NT 63 WA 74

9 NT 41 NT 45 TAS 55 TAS 70


TABLE 1


CONTENTS

Results Overview














CONTENTS
















CONTENTS








TABLE 2


Gentleman Ferguson

Gentleman Official

Gentleman Official


CONTENTS

New South Wales

NSW

Overview








CONTENTS


















CONTENTS








CONTENTS

Federal












CONTENTS

















CONTENTS

















CONTENTS

VIC






Victoria



CONTENTS















CONTENTS









CONTENTS








Queensland



CONTENTS
















CONTENTS









South Australia


SA


CONTENTS





















CONTENTS








Northern Territory


NT


CONTENTS












CONTENTS







with industry





ACT


CONTENTS


















CONTENTS









WA

Western Australia


CONTENTS
















CONTENTS

Overview









TAS

Tasmania


CONTENTS


















CONTENTS

Methodology Note


CATEGORY CRITERIA





PROCUREMENT POLICY






CONTENTS






About Intermedium





Telephone +61 (0)2 9955 9896



Contact Us

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CONTENTS

Executive Summary


















CONTENTS

GRAPH 1



Procurement Policy


97NSW

92FEDERAL

88VIC

0 1 2 3 4 6 8 10975

74WA

85SA

70TAS

79ACT

80NT

87QLD






CONTENTS

3

4

6

8

10

9

7

5




9792888785807974

TAS 70


GRAPH 2




3 SA 74 FED 78 FED 86 VIC 88


5 FED 69 SA 75 SA 78 SA 85

6 WA 61 ACT 63 ACT 75 NT 80

7 ACT 51 WA 59 WA 68 ACT 79

8 TAS 48 TAS 48 NT 63 WA 74

9 NT 41 NT 45 TAS 55 TAS 70


TABLE 1


CONTENTS

Results Overview














CONTENTS
















CONTENTS








TABLE 2


Gentleman Ferguson

Gentleman Official

Gentleman Official


CONTENTS

New South Wales

NSW

Overview








CONTENTS


















CONTENTS








CONTENTS

Federal












CONTENTS

















CONTENTS

















CONTENTS

VIC






Victoria



CONTENTS















CONTENTS









CONTENTS








Queensland



CONTENTS
















CONTENTS









South Australia


SA


CONTENTS





















CONTENTS








Northern Territory


NT


CONTENTS












CONTENTS







with industry





ACT


CONTENTS


















CONTENTS









WA

Western Australia


CONTENTS
















CONTENTS

Overview









TAS

Tasmania


CONTENTS


















CONTENTS

Methodology Note


CATEGORY CRITERIA





PROCUREMENT POLICY






CONTENTS






About Intermedium





Telephone +61 (0)2 9955 9896



Contact Us

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CONTENTS

GRAPH 1



Procurement Policy


97NSW

92FEDERAL

88VIC

0 1 2 3 4 6 8 10975

74WA

85SA

70TAS

79ACT

80NT

87QLD






CONTENTS

3

4

6

8

10

9

7

5




9792888785807974

TAS 70


GRAPH 2




3 SA 74 FED 78 FED 86 VIC 88


5 FED 69 SA 75 SA 78 SA 85

6 WA 61 ACT 63 ACT 75 NT 80

7 ACT 51 WA 59 WA 68 ACT 79

8 TAS 48 TAS 48 NT 63 WA 74

9 NT 41 NT 45 TAS 55 TAS 70


TABLE 1


CONTENTS

Results Overview














CONTENTS
















CONTENTS








TABLE 2


Gentleman Ferguson

Gentleman Official

Gentleman Official


CONTENTS

New South Wales

NSW

Overview








CONTENTS


















CONTENTS








CONTENTS

Federal












CONTENTS

















CONTENTS

















CONTENTS

VIC






Victoria



CONTENTS















CONTENTS









CONTENTS








Queensland



CONTENTS
















CONTENTS









South Australia


SA


CONTENTS





















CONTENTS








Northern Territory


NT


CONTENTS












CONTENTS







with industry





ACT


CONTENTS


















CONTENTS









WA

Western Australia


CONTENTS
















CONTENTS

Overview









TAS

Tasmania


CONTENTS


















CONTENTS

Methodology Note


CATEGORY CRITERIA





PROCUREMENT POLICY






CONTENTS






About Intermedium





Telephone +61 (0)2 9955 9896



Contact Us

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CONTENTS

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5




9792888785807974

TAS 70


GRAPH 2




3 SA 74 FED 78 FED 86 VIC 88


5 FED 69 SA 75 SA 78 SA 85

6 WA 61 ACT 63 ACT 75 NT 80

7 ACT 51 WA 59 WA 68 ACT 79

8 TAS 48 TAS 48 NT 63 WA 74

9 NT 41 NT 45 TAS 55 TAS 70


TABLE 1


CONTENTS

Results Overview














CONTENTS
















CONTENTS








TABLE 2


Gentleman Ferguson

Gentleman Official

Gentleman Official


CONTENTS

New South Wales

NSW

Overview








CONTENTS


















CONTENTS








CONTENTS

Federal












CONTENTS

















CONTENTS

















CONTENTS

VIC






Victoria



CONTENTS















CONTENTS









CONTENTS








Queensland



CONTENTS
















CONTENTS









South Australia


SA


CONTENTS





















CONTENTS








Northern Territory


NT


CONTENTS












CONTENTS







with industry





ACT


CONTENTS


















CONTENTS









WA

Western Australia


CONTENTS
















CONTENTS

Overview









TAS

Tasmania


CONTENTS


















CONTENTS

Methodology Note


CATEGORY CRITERIA





PROCUREMENT POLICY






CONTENTS






About Intermedium





Telephone +61 (0)2 9955 9896



Contact Us

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CONTENTS

Results Overview














CONTENTS
















CONTENTS








TABLE 2


Gentleman Ferguson

Gentleman Official

Gentleman Official


CONTENTS

New South Wales

NSW

Overview








CONTENTS


















CONTENTS








CONTENTS

Federal












CONTENTS

















CONTENTS

















CONTENTS

VIC






Victoria



CONTENTS















CONTENTS









CONTENTS








Queensland



CONTENTS
















CONTENTS









South Australia


SA


CONTENTS





















CONTENTS








Northern Territory


NT


CONTENTS












CONTENTS







with industry





ACT


CONTENTS


















CONTENTS









WA

Western Australia


CONTENTS
















CONTENTS

Overview









TAS

Tasmania


CONTENTS


















CONTENTS

Methodology Note


CATEGORY CRITERIA





PROCUREMENT POLICY






CONTENTS






About Intermedium





Telephone +61 (0)2 9955 9896



Contact Us

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CONTENTS
















CONTENTS








TABLE 2


Gentleman Ferguson

Gentleman Official

Gentleman Official


CONTENTS

New South Wales

NSW

Overview








CONTENTS


















CONTENTS








CONTENTS

Federal












CONTENTS

















CONTENTS

















CONTENTS

VIC






Victoria



CONTENTS















CONTENTS









CONTENTS








Queensland



CONTENTS
















CONTENTS









South Australia


SA


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CONTENTS








Northern Territory


NT


CONTENTS












CONTENTS







with industry





ACT


CONTENTS


















CONTENTS









WA

Western Australia


CONTENTS
















CONTENTS

Overview









TAS

Tasmania


CONTENTS


















CONTENTS

Methodology Note


CATEGORY CRITERIA





PROCUREMENT POLICY






CONTENTS






About Intermedium





Telephone +61 (0)2 9955 9896



Contact Us

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CONTENTS








TABLE 2


Gentleman Ferguson

Gentleman Official

Gentleman Official


CONTENTS

New South Wales

NSW

Overview








CONTENTS


















CONTENTS








CONTENTS

Federal












CONTENTS

















CONTENTS

















CONTENTS

VIC






Victoria



CONTENTS















CONTENTS









CONTENTS








Queensland



CONTENTS
















CONTENTS









South Australia


SA


CONTENTS





















CONTENTS








Northern Territory


NT


CONTENTS












CONTENTS







with industry





ACT


CONTENTS


















CONTENTS









WA

Western Australia


CONTENTS
















CONTENTS

Overview









TAS

Tasmania


CONTENTS


















CONTENTS

Methodology Note


CATEGORY CRITERIA





PROCUREMENT POLICY






CONTENTS






About Intermedium





Telephone +61 (0)2 9955 9896



Contact Us

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CONTENTS

New South Wales

NSW

Overview








CONTENTS


















CONTENTS








CONTENTS

Federal












CONTENTS

















CONTENTS

















CONTENTS

VIC






Victoria



CONTENTS















CONTENTS









CONTENTS








Queensland



CONTENTS
















CONTENTS









South Australia


SA


CONTENTS





















CONTENTS








Northern Territory


NT


CONTENTS












CONTENTS







with industry





ACT


CONTENTS


















CONTENTS









WA

Western Australia


CONTENTS
















CONTENTS

Overview









TAS

Tasmania


CONTENTS


















CONTENTS

Methodology Note


CATEGORY CRITERIA





PROCUREMENT POLICY






CONTENTS






About Intermedium





Telephone +61 (0)2 9955 9896



Contact Us

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CONTENTS


















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Queensland



CONTENTS
















CONTENTS









South Australia


SA


CONTENTS





















CONTENTS








Northern Territory


NT


CONTENTS












CONTENTS







with industry





ACT


CONTENTS


















CONTENTS









WA

Western Australia


CONTENTS
















CONTENTS

Overview









TAS

Tasmania


CONTENTS


















CONTENTS

Methodology Note


CATEGORY CRITERIA





PROCUREMENT POLICY






CONTENTS






About Intermedium





Telephone +61 (0)2 9955 9896



Contact Us

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CONTENTS








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Victoria



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South Australia


SA


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CONTENTS








Northern Territory


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Overview









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Tasmania


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PROCUREMENT POLICY






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Overview









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Tasmania


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Overview









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Tasmania


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Methodology Note


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Overview









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Tasmania


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Overview









TAS

Tasmania


CONTENTS


















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Overview









TAS

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Overview









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Overview









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Tasmania


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Methodology Note


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About Intermedium





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CONTENTS DIGITAL GOVERNMENT READINESS INDICATOR … · jurisdictions where key digital...

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