2016 Digital Landscape Report

77 Pages·2017·6.21 MB·English

2016 South
Australian
Government digital
landscape report
Office for Digital Government,
Government of South Australia
2016 South Australian Government Digital Landscape Report | 1
Table of contents
Executive summary 4
About this study 7
What citizens think 10
Agency progress and digital maturity 23
Digital implementation 33
Future focus 49
Appendices 57
2016 South Australian Government Digital Landscape Report | 2
Fast facts
Citizen survey Staff survey: All agencies Staff survey: Digitally mature agencies
Overall satisfaction rate for “My organisation
digital services provided by
the SA Government is 6.9. 2.7
lsWaeshrtivl ei1c 23e s8m %ho abnvetelhi esimv (evp srdo.i gv8ie%tda w loovresre tnheed) 6(out. of 910) Averag(eo upte rocf e5iv)ed acnomd seu uppp owritsh mnew t o 7ag2re%e
agency digital maturity ideas”
32%
55%
of SA citizens would like to
take part in co-creating of staff agree that they
services with the SA believe their agency is receive training that supports
Government transitioning to being a modern digital workplace
(vs. 31% who would not) 54% digitally mature; however…
is a
concern
“I wory about what 64% 35%
information organisations agree1 of staff believe their agency align closely with having
can access about my is ready to respond to “strong leadership in place
digital behaviour.” digital needs 67% driving digital transformation”
1 EYS: 2015 Digital State of the Nation 2016 South Australian Government Digital Landscape Report | 3
Executive summary
Five key insights
The Premier’s Digital by Default Declaration is a bold and positive impact on their lives. While SA citizens express
ambitious endeavour that challenges South Australian (SA) concerns about trusting government agencies with their
Government agencies to transform their interactions with personal details, they are positive about the potential Citizens are up for the journey:
the community. While progress for many agencies has not availability of more digital offerings. Of those who access Trust is an issue, but citizens are positive
flowed easily, there is much to learn from the early government services, 78% do so online which indicates 1 about the impending transformation and
want to contribute
successes of others. For this reason, monitoring progress citizens are receptive to future digital offerings.
early and often provides insights to inform continued
Furthermore, 32% of citizens would be willing to take part in
implementation of the declaration.
co-creating and testing SA Government digital services. In Opportunity to improve digitally:
This report has been created to examine the progress of SA particular, there is stronger interest amongst the younger Some citizens believe digital
Government agencies in the transformation of their age segments and those with a disability. 2 improvements have been made, but there
services, and to gain a better understanding of the service is still a way to go to be perceived as ideal
needs of SA citizens. Its findings are based on interviews 2. Opportunity to improve digitally
with 17 executives from SA Government agencies, as well A fair proportion (38%) of citizens using digital services
as surveys undertaken by 560 SA public servants and indicate that SA Government digital services have improved
1,100 SA citizens. in the last 12 months, however, 54% believe they have not A potential model for success:
Progressive agencies display user
With two years now having passed since the launch of the changed. Overall satisfaction with digital services provided 3 focussed plans and ICT priorities
Digital by Default Declaration, progress among agencies has by the SA Government is at an average of 6.9 (out of 10)
been distinctly two-speed. Some agencies are already able among citizens that have accessed a government service in
to demonstrate progressive digital solutions, while most are the last 12 months. Four in ten (39%) of these citizens are
still in the discussion phase. Additionally, some citizens either satisfied or very satisfied with the digital services
surveyed demonstrate a great appetite for leading provided by the SA Government. PFoeurcreciovmedm boanr rcioenrscetron ps r–ofgurnedsisn:g,
technology while others follow at a careful distance. Sixteen per cent of citizens think SA Government 4 guidance, talent and legacy systems
Five key digital landscape insights have emerged after technology offerings are close to the ‘ideal’ organisation.
conducting this research. These are summarised on the far However, almost three times as many (43%) believe that the
right of this page and each are detailed below in the SA Government has a long way to go to be considered ‘ideal’
executive summary of this report. from a digital standpoint . Greater central government support:
1. Citizens are up for the journey Warheeans fporro tmhpet SeAd, Gcoitvizeernsm seenlet c–toendl tinweo s keeryv idceig nitaavl ifgoactuiosn and 5 Dstersaitreeg fiocr g cueidnetr &al fgaocvileitrantmore nt to act as
Nearly half of the citizens surveyed indicate that if the SA personal data security. If the SA Government is able to lift
Government offered more services online, this would have a citizen perceptions for each of these aspects, overall citizen
satisfaction with digital services is likely to increase.
*Note: Although internet penetration is very high, the online survey
maetyh boed osloomgye wmheaatn osv tehrast attheed online SA Government access figures 2016 South Australian Government Digital Landscape Report | 4
Executive summary
3. A potential model for success often commercially minded and proactive; their strategic
plans are well defined; and their technology plans are
Progressive, more digitally mature agencies demonstrate a
largely user focussed and have been agreed upon by the
number of attributes that have underpinned their
organisation’s broader executive team.
achievements. These attributes occur with such
consistency that they already emerge as elements of a The agencies that have made strong progress usually find
potential digital service delivery model, with opportunities themselves serving a vocal or demanding citizen group.
for adoption across government agencies. They have found the necessary funding and skilled
resources to plan and progress digital solutions, and
The most powerful elements relate to the strategic focus
citizens have responded by making use of those solutions.
of the agency. Progressive agencies were heavily focussed
on the needs of citizens, and that in turn formed the basis
4. Perceived barriers to progress
of their strategic plans and priorities. But most relevant
was the strong connection that ran between these Agencies that are lagging point to obstacles such as a lack
strategic plans and their technology priorities and projects. of funding, guidance, skilled resources and legacy systems.
Without exception, progressive agencies were directing They often perceived the Digital by Default Declaration as
their digital initiatives from the executive team and the lacking the necessary funding and central government
agency’s strategic plan. Technology was enabling the plan support.
and supporting digital projects focussed on users or
clients. These agencies are generally less citizen-facing and often
internally focussed. Their progress and characteristics are
Similarly, data showed that agency staff who considered in contrast to the progressive group in a number of ways.
themselves to be working within digitally mature agencies In their case, digital priorities are usually less specific, less
felt they were ready, willing and able to contribute to tangible and not yet implemented. Strategic plans of the
digital progress. organisation did not surface in the conversation unless
prompted and their technology agenda is often not
Progressive agencies that have taken the lead have been business-led.
encouraged by the Digital by Default Declaration to listen
to key users and transform their interactions with them. A These agencies with little progress to show may well ask
number of excellent digital solutions have been for more funding, resources, investment or talent, but they
implemented by agencies within SA Government. still may not have the clarity of vision and capability
required to make good use of these, if they were
These progressive agencies display some common forthcoming.
characteristics: they tend to be user-facing agencies; are
2016 South Australian Government Digital Landscape Report | 5
Executive summary
Top four priorities for the future
5. Greater central government support Where to from here?
Across the executive interviews with agencies, central Four priorities emerge from this digital landscape report as Citizens highlighted two
government was broadly seen to undertake a number of opportunities to accelerate progress of the Digital by key focus areas for the
activities that support the Digital by Default Declaration, Default Declaration: government; website
including building digital awareness and providing agencies
1. There is a strong desire from citizens to access 1 navigation and better
with the imprimatur to move forward with projects.
government services through digital channels. handling of personal data
In many cases however, agencies were looking for greater Citizens suggest two key priorities for the SA
guidance and support in defining and delivering their Government: having online services that are easy to
digital objectives. This ranged from providing policy clarity navigate and making sure that their personal data is
and advice, facilitating cross-agency sharing of skills and handled securely. Lagging agency barriers
capabilities, to being actively involved in project delivery. 2. Address the popular perceived barriers from lagging
2 need to be addressed
agencies about a lack of funding, skilled talent,
On the whole, agencies are looking for central government
guidance and legacy systems. This should not
to act as a facilitator, strategic guide or consultant on all
necessarily constitute funding hand-outs but rather
matters digital. In particular where a project has
solutions and delivery models that have been
implications or benefits for a number of agencies, central
successfully applied by the progressive agencies. Progressive agencies pave
government should act as the project co-ordinator, the way and can help inform
providing digital expertise while ensuring the lead agency 3. The study findings begin to assemble characteristics others how/what digital
delivers the project in a manner that benefits all. of digitally successful agencies. These provide a 3 initiatives to implement
potential model for effective digital practice that could
be replicated across government, provided this model
serves to constructively support lagging agencies to
define and implement their digital strategy.
The role of central
4. Better define the role of central government in government to be
delivering the Digital by Default Declaration to be that
4 better defined as the
of the facilitator of digital progress, the strategic facilitator of digital
guide and supporter, but not the controller. To progress
achieve this, central government needs to be
equipped with the skills and capabilities to provide
adequate support across all government agencies.
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About this study
Context
The use of ICT by governments around the world has not only yielded significant productivity
gains, it has generally responded to the expectations of increasingly digitally literate, engaged and
active citizens. The SA Government’s ICT Strategy, SA Connected, Ready for the Future is
designed to position ICT as an enabler, to better connect people in SA with the things they want
and need, when and where they need them.
In 2014, the SA Government released a report, South Governments are at a point of inflection where their ability
Australia Digital Disruption and Digital Opportunities2. It to adapt to the prevailing conditions is being outstripped by
found that two thirds of SA businesses will face a the rate of change in the external environment. Outdated
significant change to their business operations as a ICT systems and processes exacerbate the barriers to
direct result of digital disruption over the next five modernising and transforming public service business
years. Furthermore for almost a third of all businesses models.
in the state, these effects will be felt within the next
three years (by 2017). In recognition of this, in 2014, the Premier issued the
Digital by Default Declaration committing the government
It was later found that some of these predictions were to proactively transform its services, using digital
conservative and that disruption was happening faster technology.
than anticipated. Government is not immune to the
effects of digital disruption. In 2015, the Office for Digital Government (ODG) was
established and in June 2015 launched its inaugural SA
Around 80% of SA Government ICT spend3 is in business Digital Landscape Report and later the government’s first
as usual – ‘keeping the lights on’ – leaving little left over Digital Transformation Strategy and Digital Government
to respond to these prevailing challenges and Action Plan to put the Declaration into effect.
opportunities, or to meet the evolving needs and
expectations of South Australians. Twelve months on, ODG has commissioned this report to
assess progress to date and inform the SA Government’s
next steps with respect to digital.
2 South Australia Digital Disruption, Digital Opportunities, 2014
3 Government of South Australia 2013-14 ICT Investment Report, 2015
2016 South Australian Government Digital Landscape Report | 7
About this study
Purpose and approach.
This is the second in a series of reports designed to In conducting this study, EY Sweeney interviewed 17
shed light on the digital landscape in South Australia, senior executives across 15 agencies, surveyed 560 public
specifically to: servants and more than 1,100 citizens.
► gain a better understanding of the barriers and Findings are contained within this report and data is shared
opportunities central to modernising and on www.data.sa.gov.au.
transforming SA Government services using digital
technology.
► identify areas where agencies require additional
support to deliver their digital strategies.
► provide digital transformation case studies as a
means of highlighting relevant and practical
approaches to digital capability, to create shared
value from learnings.
► better understand South Australian citizens’ digital
government service needs, to inform future digital
plans and agency strategies.
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About this study
Background and methodology
Methodology
Summary of research conducted.
Qualitative
► 17 face to face interviews with
executives of SA Government agencies
The study comprised a four pronged approach:
► Interviews were approximately
► agency lens (qualitative): insights collected through ► case studies: insights on digital projects undertaken 1 hour in duration
interviews conducted with SA agency executives. across SA Government that have delivered benefits to
► Fieldwork took place in September 2016
These interviews provide insights into executive team citizens, businesses and investors. These case studies
values and behaviours, some of which have led to highlight where agencies have utilised digital
digital solutions that respond to the needs of SA capabilities to address community needs.
citizens.
Quantitative
The study gathers the perspectives of these audiences by
► agency lens (quantitative): insights collected from
applying research methods offering respondents complete
staff that work at SA Government agencies. These
confidentiality. The result is a candid assessment of the ► 560 online surveys with SA Government
help to establish perceptions of digital maturity and
perceptions, experiences and declarations of these three agency staff
the level of digital transformation that has taken
place. distinct audiences. They have ‘called it as they see it’, ► 1,148 online surveys with SA citizens
leaving the findings to provide a frank account of progress
► citizen lens (quantitative): insights collected from SA to date. ► Surveys were approximately 10
citizens about their current level of engagement with minutes in duration
digital services, their needs and government’s Particular phrases and icons that are used throughout this ► Fieldwork took place in October 2016
current performance. These are critical to help report have been defined in the appendix.
understand current perceptions and help prioritise
SA Government initiatives. Data collected in the
Case studies
citizen survey has been weighted to be reflective of
gender, age and location and reflects the proportion
of SA citizens that access at least one government ► Desktop research of SA Government
service over a 12 month period. digital initiatives
► Leveraged findings from qualitative
research
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What citizens think
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