Delivering Services to Citizens and Consumers via Devices of Personal Choice: Phase 1 - Interim Report

Conclusion

A coordinated and effective whole-of-public-sector approach to digital service delivery has yet to be achieved.

ICT governance and ownership arrangements remain in a state of change, and until they are effectively addressed, this will continue to undermine the establishment of any well-coordinated and integrated whole-of-public-sector approach to digital service delivery. Effective ICT governance through coordination, guidance and assurance processes is required to ensure the successful delivery and sustainability of a public sector approach to digital service delivery.

Findings

Effectively migrating to digital service delivery, and implementing the ICT Strategy and Digital Strategy, requires an appropriate governance framework, including effective strategic leadership, coordination, implementation, monitoring and reporting.

There was weak strategic leadership and ownership of whole-of-public-sector ICT governance. This was further exacerbated by ineffective coordination and implementation mechanisms and weak monitoring and accountability mechanisms in the Digital Strategy.

Departments and agencies faced challenges and difficulties in consistently mapping and estimating the types, volumes and costs of service transactions, as part of whole-of-public-sector efforts to transition them online.

Strategic leadership – ICT Governance Framework

Since 2013, responsibility for the whole-of-public-sector ICT portfolio has transferred twice—from the Department of Treasury and Finance to the former Department of State Development, Business and Innovation and most recently, to the Department of Premier and Cabinet.

The ICT Governance Framework was developed and implemented in September 2013 to deliver ICT-enabled government services. The scope of the ICT Governance Framework was limited to all Victorian government departments and 11 in-scope agencies. It did not apply to all Victorian government agencies.

The profiles and roles of key governance bodies, such as the Victorian Secretaries Board or Deputy Secretaries Leadership Group, as key authorising stakeholders for the ICT and digital agenda, should be further strengthened to increase the strategic governance leadership and influence on senior management of departments and agencies.

Delivery of the Digital Strategy

When the ICT Strategy was updated in March 2014, the Digital Strategy was integrated as action outcomes in the revised strategy. We focused on the delivery of the Digital Strategy in four key areas:

• Coordination and implementation—the Digital Strategy's action plan was not fully supported and implemented to date. Departments and agencies were not held accountable for the timely implementation of outputs.
• Monitoring and reporting—there were no appropriate performance measurements for monitoring and for collecting relevant or sufficient data from departments and in-scope agencies about progress on the Digital Strategy's action plans or on digital service standards.
• Digital engagement—there was an ineffective approach to digital engagement, without suitable digital readiness assessment or tools to drive digital readiness and monitor progress effectively.
• Transitioning service transactions online—there were challenges and difficulties in mapping and estimating the types, volumes and costs of service transactions, as well as a lack of a suitable cost attribution methodology to determine the service transaction costs to operate, including all the attributable cost components to deliver the services.

Recommendations

That as part of its wider public sector reform agenda, the Department of Premier and Cabinet develops and implements:

1. fit-for-purpose governance structures, in line with industry better practice that incorporate:

• strategic leadership and effective guidance to establish and deliver a whole-of-public-sector ICT approach, including defined roles and responsibilities, as part of a whole-of-public-sector service delivery strategy
• robust and effective monitoring and accountability mechanisms to regularly report on the development, adoption and benefit of ICT across the whole of public sector

2. a cost attribution methodology, to be used across the public sector, for determining the costs components of delivering services for a more effective and efficient transition of service transactions to online
3. an integrated whole-of-public-sector digital engagement approach with effective engagement, coordination and assurance processes to drive digital readiness and service delivery using digital devices across departments and agencies.

Submissions and comments received

We have professionally engaged with the Department of Premier and Cabinet throughout the course of the audit. In accordance with section 16(3) of the Audit Act 1994 we provided a copy of this report to the Department of Premier and Cabinet and requested their submissions or comments.

We have considered those views in reaching our audit conclusions and have represented them to the extent relevant and warranted. Their full section 16(3) submissions and comments are included in Appendix A.

1.1 Introduction

The rapid growth in the use of digital devices in the community is challenging the public sector's ability to effectively engage with citizens and consumers when delivering services and providing information.

A 2014 independent global study on user satisfaction with digital government services suggests that about 52 per cent of Victorians are satisfied with government services online. However, there are increasing demands for government services to be delivered online and to be accessible anytime, anywhere, via any digital device.

1.2 Growth in digital service delivery

The adoption of digital devices, in particular the use of mobile devices, has steadily increased as smartphones, laptops and tablets have become more powerful and mobile internet connectivity has improved.

The Australian Communications and Media Authority's (ACMA) Communications report 2013–14 suggests that there are 31.01 million mobile voice and data services utilised in Australia. Citizens and consumers are engaging more intensively online, downloading more data and making greater use of mobile handsets than in previous years. In the six months to May 2014, 68 per cent of internet users accessed the internet via three or more devices. Mobile phones and laptops were the most popular devices followed by personal desktop computers and tablets.

According to ACMA, existing mobile phone handsets are increasingly being replaced with smart phones, with 12.07 million people using a smart phone at May 2014, an increase of 8 per cent since May 2013. This has led to an increase in mobile phone internet subscribers—up by 5 per cent in the 12 months to June 2014, reaching 20.57 million subscribers across Australia.

ACMA reported increases in people accessing the internet and in the volume of data downloaded by mobile phones, as shown in Figures 1A and 1B.

Figure 1A

Percentage of people 18 years and over accessing the internet via mobile phones

Source: Communications report 2013–14, Australian Communications and Media Authority.

Figure 1B

Volume of downloaded data (terabytes) via mobile phones

Source: Communications report 2013–14, Australian Communications and Media Authority.

This evidence suggests—and online service providers now recognise—that citizens and consumers are accessing the internet via mobile devices more than ever before.

In response to the growing demand for services that are accessible via multiple digital devices, governments such as the Australian Federal Government, United Kingdom, New Zealand, Canadian and Singapore governments are continuously rethinking their online strategies and moving to a more transparent and customer-focused digital service delivery model across departments and/or agencies.

Typical examples of government services being delivered via digital devices are:

• birth, death and marriage certificates
• driver license renewals
• vehicle registration renewals.

1.3 Governance and strategies for the government ICT portfolio

The Victorian Government established four key strategies and frameworks between 2013 and 2014. They were designed to provide high-level strategic direction on the design and use of information and communications technology (ICT) to deliver better government services, as shown in Figure 1C.

Figure 1C

Victorian government ICT governance framework and strategies

Source: Victorian Auditor-General's Office.

These four documents applied to all the Victorian Government departments and to 11 in-scope agencies—Victoria Police, VicRoads, the State Revenue Office, the Environment Protection Agency, Public Transport Victoria, the Country Fire Authority, the State Emergency Service, Ambulance Victoria, the Emergency Services Telecommunications Authority, CenITex, and the Metropolitan Fire and Emergency Services Board.

1.3.1 Victorian Government ICT Strategy 2013 to 2014

The Victorian Government ICT Strategy (ICT Strategy) was released in February 2013. It was a key government blueprint for driving the migration of government services online via digital devices and for strengthening technology policy, governance and planning fundamentals to set up greater collaboration. This was to create an impetus for reforming ICT procurement and management.

The ICT Strategy 2013 to 2014 included 50 actions categorised under the areas of engagement, investment and capability.

1.3.2 Victorian Government ICT Governance Framework

The Victorian Government ICT Governance Framework (ICT Governance Framework) was issued in September 2013 and clearly outlined the ICT roles and responsibilities, as well as guiding principles for establishing ICT governance within departments and in-scope agencies. The ICT Governance Framework was pivotal to the effective implementation of the ICT Strategy.

1.3.3 Victorian Government Digital Strategy

The Victorian Government Digital Strategy (Digital Strategy) was released in December 2013, to cover the period of 2014 to 2015, as a strategy and action plan for ensuring that the Victorian Government and all its customers interact effectively and productively online. The Digital Strategy also provided coordination, direction and encouragement to departments and in-scope agencies for their current and new digital activities.

The Digital Strategy was based on the following seven foundation principles:

• reduce customer effort
• engage customers through the digital channel first
• organise information and services by the customers' needs, not the agencies'
• make content and features convenient and easy to find, use and act upon
• improve productivity for customers and government
• interact with customers and learn from them
• provide an accessible and secure online experience.

1.3.4 Victorian Government ICT Strategy 2014 to 2015

The ICT Strategy was updated in March 2014 and adopted 10 principles to guide ICT decision-making. The first principle—policy and service delivery programs will use popular digital channels—focused on government continuing 'to make its information and services easier to access and use through digital channels, including popular consumer technologies such as smart phones, tablets and social media'.

The ICT Strategy 2014 to 2015 included 28 new actions, categorised under the areas of digital channels, data, infrastructure, new delivery models, security, standardised systems and processes, and deepen capability.

The separately developed Digital Strategy was integrated to become action outcomes of the revised strategy such as action items 4, 8, 9, 53, 55 and 56 which are detailed in Figure 2A of this report. Action items 8, 9 and 56 relate specifically to the Victorian Transactions Reform Project (VTRP).

1.4 ICT Governance Framework

Before the January 2015 machinery-of-government changes, the ICT Governance Framework identified the following stakeholders, from the highest levels across the departments and in-scope agencies as the owners and responsible bodies, accountable for the successful delivery of ICT-enabled government services:

• Chief Technology Advocate (CTA)—the CTA, formerly within the Department of State Development, Business and Innovation (DSDBI),was responsible for the ongoing development, implementation, monitoring and review of the ICT portfolio, including the ICT Strategy, Digital Strategy and ICT Governance Framework.
• Digital Government Branch—the Department of Premier and Cabinet's (DPC) Digital Government Branch, formerly within the Department of Treasury and Finance and the former DSDBI, played a critical supportive role in fulfilling the CTA's roles and responsibilities.
• Chief Information Officer (CIO) Council—the CIO Council consisted of representatives from all departments and in-scope agencies.Chaired by a senior agency CIO with support from the CTA, the CIO Council was the senior executive coordination and collaboration body responsible for ICT governance and management across the Victorian public sector, including ICT architecture, policies, standards and operational issues.
• CIO Executive Council—chaired by the CTA, the CIO Executive Council consisted of a smaller strategically focused group of departmental CIOs, and focused on developing ICT strategic policies which were difficult or unsuitable for consideration by the whole CIO Council.
• Victorian Information and Communications Technology Advisory Committee (VICTAC)—chaired by the CTA, VICTAC was the key strategic ICT advisory body to the then Minister for Technology from the previous Victorian Government and the CTA. Its membership consisted of selected private sector and selected departmental/agency CIOs.

Figure 1D

Victorian Government ICT Governance Framework (before January 2015 machinery-of-government changes)

Source: Victorian Auditor-General's Office, based on the Victorian Government ICT Governance Framework.

The ICT Governance Framework, which detailed these roles and responsibilities, noted 'the success of delivering ICT-enabled government services relies on engagement in, ownership of, and accountability for the efficient, effective and acceptable use of ICT at the highest level across government'.

Following the January 2015 machinery-of-government changes, DPC now has responsibility for overseeing the use of ICT across the public sector. Shortly before the tabling of this report, DPC commenced a review of service delivery across the public sector. The outcomes of this review will impact current ICT governance arrangements, including the ICT Governance Framework and delivery of the Digital Strategy.

1.5 Victorian Transactions Reform Project

DPC is currently leading the whole-of-public-sector effort to migrate government services online via digital devices through the VTRP. The VTRP—jointly initiated and sponsored in December 2013 by DPC and the CTA of the former DSDBI—was to develop a business case to support investment in reforming service delivery across the whole public sector.

Together with strategic leadership oversight from departmental deputy secretaries and subject matter expertise from the business divisions of participating departments and agencies, the VTRP aims to integrate service delivery across the public sector and improve its efficiency and effectiveness.

This is now publicly known as Service Victoria which is the Victorian Government's push to streamline and enhance government service delivery.

1.6 Audit objectives and scope

The objective of this audit was to examine strategies for delivering services online via digital devices, how these strategies were being implemented, and the extent to which services were already being provided.

The audit examined:

• the implementation of underlying government strategies for migrating services online via digital devices
• approaches for determining which services would be delivered online via digital devices
• the ongoing monitoring of the effectiveness and public utilisation of digital service delivery.

As a result of the January 2015 machinery-of-government changes and the current DPC review of how business services are delivered across the public sector, this audit has been changed, and will now be reported on in two phases.

1.6.1 Phase 1

Phase 1 focuses on the governance arrangements for implementing the whole‑of‑public-sector strategies for migrating services online via digital devices, before the January 2015 machinery-of-government changes. It includes:

• reviewing ICT governance framework arrangements
• examining the delivery of the Digital Strategy including:
  • coordination and implementation
  • monitoring and reporting
  • digital engagement approach to drive digital readiness
  • transitioning of service transactions online.

Phase 1 also includes better practice guidance on ICT governance arrangements and digital engagement.

1.6.2 Phase 2

Phase 2 will examine in detail the agency approaches to determining which services will be delivered online via digital devices and the ongoing monitoring of the effectiveness and public utilisation of digital services.

The examination of service delivery implementation will include:

• analysis of the existing end-to-end service transactions by audited agencies, including common challenges, issues and inefficiencies faced by agencies in designing and delivering services online via digital devices
• case studies of service delivery by different agencies to highlight positive service delivery approaches.

The examination of the monitoring and evaluation of service delivery will look at:

• agencies' ability to monitor and analyse service delivery performance
• current public utilisation of government services via digital devices.

Phase 2 will be reported on in 2015–16.

1.7 Audit method and cost

This audit included an examination of documents and interviews with agency staff. Other official documents and published research were also used.

The audit team attended and observed back-end support operations for processing transactions at selected agencies during normal operating hours. The capability and functionality of applications currently delivering government services online via digital devices were also analysed.

The audit was performed in accordance with the Australian Auditing and Assurance Standards. Pursuant to section 20(3) of the Audit Act 1994, unless otherwise indicated any persons named in this report are not the subject of adverse comment or opinion.

The cost of the audit was $260 000.

2.1 Introduction

Due to the growth in the use of smart devices and improved mobile internet connectivity, the public sector needs to continuously innovate its service delivery and the way it provides information and services, to effectively engage with citizens and consumers.

The transition to delivering services online via digital devices requires an effective information and communications technology (ICT) governance framework and ICT solution. ICT governance within the public sector is critical to the effective implementation of strategies and to effective stewardship. When implemented well, ICT governance not only delivers an essential oversight mechanism but also ensures that the underlying ICT strategies contribute positively to a whole-of-public-sector digital service delivery.

This audit examined whole-of-public-sector ICT governance, which included the Victorian Government Information and Communication Technology Governance Framework (ICT Governance Framework) and the delivery of the Victorian Government Digital Strategy (Digital Strategy), which aimed to achieve a whole-of‑public-sector approach to delivering services via digital devices of personal choice.

2.2 Conclusion

A coordinated and effective whole-of-public-sector approach to digital service delivery has yet to be achieved due to weak strategic leadership and ownership of the whole-of-public-sector ICT governance. This issue was further exacerbated by the ineffective coordination and implementation of the Digital Strategy, together with weak monitoring and accountability mechanisms. There was also ineffective digital engagement to drive digital readiness. Departments and agencies faced challenges and difficulties in consistently mapping and estimating the types, volumes and costs of service transactions, as part of their efforts to transition them online.

As a result of the 2014 change of government and January 2015 machinery‑of‑government changes, the ICT Governance Framework and associated strategies are in a state of change and currently under review. This instability will continue to undermine the establishment of any well-coordinated and integrated whole-of-public-sector approach to delivering public services online effectively and efficiently.

2.3 Victorian Government ICT Strategy 2014 to 2015

The Victorian Government ICT Strategy 2014 to 2015 (ICT Strategy) contained eight actions relevant to this audit. These are detailed in Figure 2A.

Figure 2A

ICT Strategy actions related to service delivery online via digital devices

Source: Victorian Auditor-General's Office based on the Victorian Government ICT Strategy 2014 to 2015.

The audit focused on two documents which were key outputs of the ICT Strategy, namely the ICT Governance Framework and the Digital Strategy.

As a result of the 2014 change of government and the January 2015 machinery-of‑government changes, the ICT Governance Framework and associated strategies are currently under review.

2.4 Government-wide ICT governance (before January 2015 machinery-of-government changes)

A whole-of-public-sector approach to delivering services via digital devices requires appropriate ICT governance for effective strategic leadership, coordination, implementation, monitoring and reporting.

2.4.1 Strategic leadership – ICT Governance Framework

The ICT Governance Framework was an output relating to two actions of the ICT Strategy, as shown in Figure 2B.

Figure 2B

ICT Governance Framework implementation status

Source: Victorian Auditor-General's Office, based on the Victorian Government ICT Strategy 2014 to 2015 and Victorian Government ICT Governance Framework.

Action 38 – Review and implement ICT governance and organisational structures

Since 2013, the whole-of-public-sector ICT portfolio has transferred twice, from the Department of Treasury and Finance (DTF) to the former Department of State Development, Business and Innovation (DSDBI) and most recently, to the Department of Premier and Cabinet (DPC).

Prior to June 2013, the Technology Branch within the Government Services division of DTF was responsible for developing whole-of-public-sector ICT policies, standards and guidelines. However it did not provide the strategic leadership, monitoring or reporting role needed to drive the prioritisation of ICT across the public sector.

The Victorian Government, in its ICT Strategy 2013 to 2014—released in February 2013— acknowledged the gaps in ICT leadership and governance structure and highlighted the need for stronger senior executive business level sponsorship, to ensure successful ICT use across government.

In response, the Chief Technology Advocate (CTA) and Digital Government Branch were established within the former DSDBI. The CTA was assigned responsibility for providing strategic ICT leadership and was responsible for the ongoing development, implementation, monitoring and review of the ICT portfolio and its governance structure across the departments and in-scope agencies. The Technology Branch of DTF became the Digital Government Branch and moved to DSDBI in June 2013 to deliver the ICT Strategy actions and provide increased coordination, monitoring and reporting.

Action 43 – Develop a whole of government ICT governance and guidelines framework

The ICT Governance Framework was developed and implemented in September 2013. It aimed to deliver ICT-enabled government services through engagement in, ownership of, and accountability for the efficient, effective and acceptable use of ICT at the highest level across government.

The scope and applicability of the ICT Governance Framework was limited to Victorian Government departments and 11 in-scope agencies. It therefore did not apply to all Victorian Government agencies.

The CTA together with the Digital Government Branch was responsible for the implementation of the ICT Governance Framework. The Victorian Information and Communications Technology Advisory Committee (VICTAC), as a key strategic advisory body, provided strategic oversight and direction in the development and implementation of the ICT Strategy.

The ICT Governance Framework highlighted the role of the in-scope chief information officers (CIO) in supporting the respective departmental secretaries, deputy secretaries and agency heads.

The Victorian Secretaries Board (VSB)—a senior executive body comprised of all Victorian departmental secretaries—and the Deputy Secretaries Leadership Group (DSLG)—a key governance body that developed operational solutions to whole‑of‑public service policies and initiatives on behalf of the VSB—however, were not assigned to this key strategic governance role.

The VSB's involvement in the ICT Governance Framework was limited to supporting the ICT Strategy and noting the actions' progress status in the strategy's annual report. Similarly, the DSLG's involvement in the ICT Governance Framework was limited to noting the ICT six-monthly Information Security report.

The profiles and roles of key governance bodies such as the VSB or DSLG—as key authorising stakeholders for the ICT and digital agenda—should be further strengthened to increase the strategic governance leadership and influence on the senior management of departments and agencies.

This would enable improved strategic oversight and direction in developing key whole‑of-public-sector ICT policy documents and ICT-related governance structures to drive business needs. This would also increase overall governance and oversight responsibility to support a whole-of-public-sector approach to ICT use and digital service delivery by authorising ICT standards, policies and strategies.

The ICT Governance Framework's limited scope and applicability across the whole of the public sector, combined with the lack of appropriate authorising stakeholders providing strategic governance, contributed to weak strategic leadership and ownership of the ICT governance across the whole of the public sector.

2.4.2 Delivery of the Digital Strategy

The Digital Strategy was released in December 2013 for the period of 2014 to 2015, and was clearly intended as a strategy and action plan for ensuring that the Victorian Government and all its customers interact effectively and productively online. The Digital Strategy was integrated as actions in the revised ICT strategy, released in March 2014. These actions are listed in Figure 2C. We found that these outputs were either not fully implemented, not yet due, incomplete or completed but ongoing.

Figure 2C

Delivery status of the Digital Strategy

Source: Victorian Auditor-General's Office based on the Victorian Government ICT Strategy 2014 to 2015 and the Victorian Government Digital Strategy.

We focused on the delivery of the Digital Strategy in four key areas:

• coordination and implementation
• monitoring and reporting
• digital engagement
• transitioning of service transactions online.

Coordination and implementation

The ICT Governance Framework clearly stated that the CTA, assisted by the Digital Government Branch, had overall responsibility for the ongoing development, implementation, monitoring and review of the ICT portfolio, including the Digital Strategy, across departments and in-scope agencies.

Despite the clarity of purpose in the ICT Governance Framework, there was ambiguity and uncertainty within the Digital Government Branch about their role in coordinating and implementing the Digital Strategy.

The Digital Government Branch functioned as a facilitator and advisor for departments and in-scope agencies rather than as the entity responsible for effectively coordinating and implementing the ICT and digital agenda.

Effective whole-of-public-sector coordination and implementation of the Digital Strategy requires a definitive direction through an action plan with implementable actions. The Digital Strategy's action plan was not fully supported and implemented to date as the Digital Government Branch believed the Digital Strategy was more of a guidance document. As such, departments and in-scope agencies were not held accountable for the timely implementation of outputs by the Digital Government Branch.

Monitoring and reporting

Although the Digital Strategy was a requirement placed on all departments and in-scope agencies as stated in the ICT Governance Framework, it was also a requirement of the CTA via the Digital Government Branch to monitor and review the implementation. While formal reporting was not due until October 2015, regular or periodic monitoring and reporting is still required to give assurance that the implementation of the Digital Strategy is on track.

There was weak central monitoring and reporting against the Digital Strategy on the departments and in-scope agencies. This was vastly different to the monitoring and reporting activities undertaken for the ICT Strategy, where the Digital Government Branch reported annually to the Victorian Government Cabinet. Progress against these actions was also posted publicly on the government's digital government website, www.digital.vic.gov.au.

The Digital Strategy lacked appropriate performance measures for the Digital Government Branch to collect relevant or sufficient data from departments and in-scope agencies about progress on the Digital Strategy's action plans or on digital service standards. This resulted in departments and in-scope agencies not being held accountable for reporting their respective implementation of the Digital Strategy.

Similar findings have been raised in previous VAGO audits, most recently the 2015 Digital Dashboard: Status Review of ICT Project and Initiatives report which found no central data gathering, monitoring or reporting on ICT spend across the public sector.

Digital engagement

Action 55 of the ICT Strategy stated the need to provide guidance to agencies to help them improve the user experience for citizens and businesses when engaging with government services.

Guidance was provided through the website www.digital.vic.gov.au which was designed to demonstrate and promote the use of ICT for service delivery. The Digital Government Branch also provided guidance on good website practices and developed tools to understand and evaluate users' digital experience.

However, collaboration and coordination by the Digital Government Branch was ineffective when it came to digital engagement with departments and in-scope agencies. An effective digital engagement approach involves discovery, prioritisation, collaboration and cooperation among departments and agencies for greater acceptance, readiness and integration with the whole-of-public-sector approach to service delivery online via digital devices.

Digital readiness assessment

The Digital Government Branch provided key department and in-scope agency CIOs with a survey to assess their level of digital readiness and capability. However, audited departments and agencies reported that the survey instrument was not helpful and did not provide any value on assessing their level of digital readiness.

The survey process was poorly implemented and was subsequently discontinued due to resource constraints. This resulted in the Digital Government Branch not being able to analyse the results and brief departments and in-scope agencies on the outcomes. The survey would have been more effective if it had been provided to the department and agency representatives responsible for implementing and monitoring digital strategies, rather than the CIOs.

Digital readiness tools

As part of the Digital Strategy, the Digital Government Branch provided departments and in-scope agencies with digital readiness tools, including the Digital Maturity Goal Matrix, to assist them in understanding their readiness and capabilities. However departments and in-scope agencies were reluctant to use these tools.

The tools provided were primarily geared towards departments and in-scope agencies with relatively low digital readiness and capabilities to assist them in thinking about, and planning for, the move to providing digital services. At that level departments and in-scope agencies acknowledged and embedded the principles of the Digital Strategy, but departments and in-scope agencies who were well advanced in their digital journey did not formally adopt the tools.

Transitioning of service transactions online

Actions 8 and 9 of the ICT Strategy related to the commencement and completion of migrating transaction services online. Action 56 looked at developing and commencing delivery of a strategy to identify and improve the highest volume interactions between government and citizens.

Responsibility for these actions at a whole-of-public-sector level resides with the Victorian Transactions Reform Project (VTRP), now publicly known as Service Victoria.

The VTRP was initiated in December 2013 jointly sponsored by DPC and the CTA of the former DSDBI to develop a business case for investment in a whole-of-public-sector service delivery transaction reform. The VTRP is led by DPC, with support from 25 participating departments and agencies, and aims to improve the efficiency and effectiveness of government transactional service delivery.

As part of the VTRP, preliminary analysis was undertaken by DPC to identify the key service transactions to be delivered online via digital devices. Critical to this process was the collection and analysis of service transaction data via different delivery channels—both non-digital and digital—from participating departments and agencies. Data was collated and consolidated including service transaction volumes by channel, cost to deliver each service transaction.

However, the service transaction data was inaccurate and did not represent a full inventory of service transactions or delivery channels. Specifically, the service transaction types, volumes and costs were incomplete, as only 11 out of 25 participating departments and agencies were able to provide this data:

• Only eight participating departments and agencies provided transaction volume data suitable for analysis.
• Only six participating departments and agencies provided transaction channel data suitable for analysis.
• Only two participating departments and agencies provided transaction cost data suitable for analysis.
• There was a lack of a suitable cost attribution methodology for service transactions across the public sector to assist departments and agencies in the analysis. As a result departments and agencies had difficulties and were not consistently determining the service transaction costs to operate, including all the attributable cost components.

Prior to this analysis, not all departments and agencies had mapped out a complete list of transaction types, volumes and costs, and were not able to provide the required data to DPC during the analysis.

To better support this analysis initiative, there should be a whole-of-public-sector methodology on cost attribution for service transactions to be used by all departments and agencies, to determine the costs of delivering services to citizens and consumers.

2.5 Government-wide ICT governance (after January 2015 machinery-of-government changes)

The change in government in 2014 and the January 2015 machinery-of-government changes have had several impacts:

• the governance and leadership roles of Minister of Technology and CTA have been removed
• following the transition of the whole-of-public-sectorICT portfolio to DPC, the Digital Government Branch has been renamed the Enterprise Solutions Branch with the roles and responsibilities being finalised by DPC
• the status of the CIO Council and CIO Executive Council remain unknown pending DPC's review outcomes
• the role of VICTAC has ceased
• the future of the previously adopted ICT and digital strategies along with related ICT policies, standards and guidelines are under review by DPC
• final reporting on the implementation status of ICT Strategy and Digital Strategy will be released in July 2015.

The continuous uncertainty and instability of the ICT governance risks further deterioration of strategic ICT leadership and oversight required in the Victorian Government. This will also lead to the worsening of an already poorly implemented whole-of-public-sector approach to digital service delivery.

Despite weak coordination, implementation and monitoring of the Digital Strategy by a central entity, some departments and agencies are pushing ahead with delivering services to citizens and consumers via digital devices. However, central leadership and oversight is important for the overall direction and integration of the ICT and digital agenda across the public sector.

Separate from the responsibilities of the ICT Governance Framework, DPC through the launch of Service Victoria is currently leading a whole-of-public-sector approach to develop a process of integrating government service delivery online via digital devices. Hence, the migration of services to digital devices is ongoing at a whole-of-public-sector level.

Whilst not originally viewed as a strategic ICT initiative with its project management function and deliverable outcomes not under the Digital Government Branch's responsibility, Service Victoria has provided continuity to actions 8, 9 and 56 of the ICT Strategy on the commencement and completion of transitioning service transactions online. While Service Victoria is currently in the planning stage and has yet to commence, some progress continue to be made at department and agency level.

2.6 Improving ICT governance

Without comprehensive and urgent action to address these whole-of-public-sector governance arrangements and ownership issues, ineffective strategic ICT governance and poor strategic leadership will continue to undermine the establishment of any well-coordinated and integrated approach to delivering public services online effectively and efficiently.

2.6.1 Principles of corporate governance in ICT

Whole-of-public-sector ICT portfolio is currently under DPC's responsibility within the Governance Policy and Coordination group.

DPC should continue to work with departments and agencies across the public sector to adopt industry better practices related to ICT governance, including, but not limited to, the Corporate Governance of Information Technology standard (AS/NZS ISO/IEC 38500:2010). It is noted that this standard was also referenced in the ICT Governance Framework.

This audit outlines in Figure 2D the six key principles based on the same standard along with an emphasis on key considerations for the whole-of-public-sector ICT.

Figure 2D

Principles of good corporate governance in ICT

Source: Victorian Auditor-General's Office based on AS/NZS ISO/IEC 38500:2010 Corporate Governance of Information Technology, Standards Australia / Standards New Zealand.

2.6.2 Characteristics of whole-of-public-sector digital engagement

DPC should enhance its digital engagement with departments and agencies across the public sector to enable effective and efficient collaboration, coordination and service delivery online via digital devices. Outlined in Figure 2E are seven key characteristics of a more proactive digital engagement approach, along with key considerations for whole-of-public-sector ICT.

Figure 2E

Characteristics of digital engagement for whole-of-public-sector ICT

Source: Victorian Auditor-General's Office based on information and findings obtained from the audit fieldwork.

Recommendations

That as part of its wider public sector reform agenda, the Department of Premier and Cabinet develops and implements:

1. fit-for-purpose governance structures, in line with industry better practice, that incorporate:

• strategic leadership and effective guidance to establish and deliver a whole-of-public-sector ICT approach, including defined roles and responsibilities, as part of a whole-of-public-sector service delivery strategy
• robust and effective monitoring and accountability mechanisms to regularly report on the development, adoption and benefit of ICT across the whole of public sector

2. a cost attribution methodology, to be used across the public sector, for determining the costs components of delivering services for a more effective and efficient transition of service transactions to online
3. an integrated whole-of-public-sector digital engagement approach with effective engagement, coordination and assurance processes to drive digital readiness and service delivery using digital devices across departments and agencies.