Digital Artpublic Art Governance and Agency in the Networked Commons

2 April 2019

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Produced by the Parliamentary Library's Cyber and Digital Research Group
Philip Hamilton
Politics and Public Assistants Section

Many governments around the globe are undertaking digital projects.[1] All the same, there is debate well-nigh the extent to which government initiatives could be characterised as 'digital transformation'.[ii]

In broadly chronological order, this Quick Guide provides brief groundwork information on a diverseness of recent and current initiatives in the Australian federal public sector associated with 'digital transformation', also as links to relevant sources of information.

No assessments are fabricated of the extent to which the initiatives come across the characteristics of 'digital transformation', as defined in the side by side section.

Digital transformation

What is 'digital transformation'?

Although in relatively widespread utilise, the meanings of the terms 'digitisation', 'digitalisation' and 'digital transformation' are not precisely defined or agreed upon. The working definitions beneath have been adapted from Forbes media and the views of a senior information director at the International Atomic Energy Commission.

Digitisation is the conversion of analog data (recorded on media such as newspaper, magnetic tape, or microfiche) into a digital course. Benefits of digital forms include: reduced storage costs; improved access, searchability, and transferability; and the possibility of further processing of data that was previously difficult to access or collate.

Digitalisation refers to the automation made possible by digital processes. Efficiencies can outcome when digital technologies enable previously separate processes to be linked and integrated, thereby lowering production costs, and creating options for new client experiences (for example, providing customers with access to an online inventory or catalogue). As a generalisation, these services tend to augment or accelerate existing business operations without irresolute their fundamentals.

Digital transformation goes further, challenging the structure of an operation and its business organization model. Digital transformation enables services to be performed in completely new ways, or enables entirely new services to exist devised and delivered. However, aspects of these transformative processes can pose challenges for employment and privacy arrangements developed in the pre-digital era. For case:

based on business models made possible by digital technology, AirBnB and Uber offering services that have greatly changed the industries in which they operate and
internet-based platforms such as Google and Facebook take created new and still-evolving economic ecosystems in which data and its 'shareability' may be the main assets.

Australian federal public sector initiatives discussed in this Quick Guide

Initiatives covered in this Quick Guide include:

the Australian Government's Digital Transformation Agenda
Digital Transformation Agency
Digital Transformation Strategy and regime services
ICT procurement
Digital Continuity 2020 and Digital Records Transformation Initiative
Regulation as a Platform
Digital identity
data sharing by government entities and
cybersecurity in authorities entities

The Australian Authorities's Digital Transformation Calendar

In 2014 the Regime conducted an Audit of Australian Government ICT that reviewed investment over the previous three years on: business-every bit-usual ICT; and ICT projects.

Since the 2015–xvi Upkeep the Australian Government has been progressing a Digital Transformation Agenda to 'drive innovation and make it easier for individuals and businesses to admission government services'.

The Cabinet's Digital Transformation and Public Sector Modernisation Committee has oversight of the Digital Transformation Agenda. The Australian Digital Council (ADC), which is like to a ministerial quango of the Council of Australian Governments, performs an inter-governmental coordinating role and beginning met in September 2018. The ADC is responsible for 'overseeing the development of Australia's digital capability' and its purpose is to 'found proposals for better cross-government collaboration on data and digital transformation to drive smarter service delivery and improved policy outcomes'.

Public Service Modernisation Fund

In a novel development for the Efficiency Dividend, the 2016–17 Budget provided that $500 meg of projected savings would be reinvested in reforms 'such as automation of public services and concern re-technology'. In 2016–17 funding was included in the forward estimates, only without specific details. Although non a formal component of the Digital Transformation Agenda, the Public Service Modernisation Fund outlined in the 2017–18 Budget is funding a number of initiatives expected to 'evangelize quality authorities services at lower cost and use leading technology and collaborative approaches to address complex problems facing society'. Over three years from 2017–18:

$350 one thousand thousand is for 'transformation and innovation', which comprises better use of data within government; streamlining and improving user admission to regime services; strengthening APS workforce capability; and more efficient corporate services and
$150 million is for 'agency sustainability', which aims to support 'a number of agencies [in] their transition to more than mod and sustainable operating models'.

Digital Transformation Agency

Established in July 2015, the Digital Transformation Office (DTO) was an executive agency reporting to the Minister for Communications. The DTO'southward inaugural leader, Paul Shetler, was recruited from the Uk's Regime Digital Service. The role and office of the DTO was described as follows:

The DTO will comprise a pocket-size team of developers, designers, researchers and content specialists working across government to develop and coordinate the commitment of digital services. The DTO will operate more like a start-up than a traditional government agency, focussing on end-user needs in developing digital services.

The DTO was replaced, in November 2016, past the Digital Transformation Agency (DTA), an executive bureau in the Prime Minister and Cabinet portfolio. At that time, the and so-Minister for Human Services outlined the DTA'south new office:

provide strategic and policy leadership beyond the Authorities on ICT and digital service delivery, including ICT procurement policy
set standards for government ICT and digital service commitment projects
coordinate funding of ICT projects
pb an ICT programme management function for the Government and
provide expertise and advice across Government on ICT and digital topics.

Every bit noted by the Senate Finance and Public Administration References Committee in March 2018, the DTA's role is broader than that of the former DTO:

The DTA has an oversight and informational role. It has oversight of all ICT projects worth greater than $ten million that are either beingness developed, or that are going through a significant transition, or that provide a service that affects a significant number of Australians. The DTA will also get involved where it has been specifically asked to assist build capability ... the DTA does non become involved with everyday expenditure and resourcing of ICT operations across government, including outages. (pp. sixteen–19)

The DTA'south oversight part was also discussed in detail at an Estimates hearing in May 2018 (pp. 148–161). As summarised in a media written report, at an Estimates hearing in February 2019 word focused on whether the DTA was able to monitor major projects effectively, particularly in view of the premature termination of the Australian Criminal Intelligence Commission's biometrics project, which was subsequently the bailiwick of an Australian National Inspect Part (ANAO) performance report.

Since July 2015 the DTO/DTA has experienced turnover of ministers, CEOs and senior staff. In June 2018, the Senate committee'due south report documented changes over the preceding 3 years, including the departure of the inaugural CEO (Paul Shetler) in late 2016 and the subsequent resignation of another CEO after thirteen months at the DTA (pp. 19–xx). As well in June 2018, the executive responsible for monitoring ICT projects resigned after nine months at the DTA. The electric current CEO (since July 2018) is Randall Brugeaud.

Regardless of the outcome of the 2019 federal election, post-election there will be a new minister responsible for the DTA. The Government minister for Human being Services and Digital Transformation since December 2017, Michael Keenan, appear in January 2019 that he would not contest the 2019 ballot.

Digital Transformation Strategy and government services

In Nov 2018 the DTA published the Government's Digital Transformation Strategy (DTS), Vision 2025: We will Deliver World-leading Digital Services for the Benefit of all Australians. The Government minister's speech and media release provide additional context. The DTS is supported past the Digital Service Platforms Strategy.

The DTS outlines three strategic priorities ('Government that's easy to bargain with', 'Government that'south informed by you', and 'Government that'due south fit for the digital age'), each with objectives to be achieved past 2025 (see Appendix A of this paper). Likewise included are examples of 'what's going to modify' for families, chore-seekers, business organization owners, and government workers who evangelize a service.

Rather than defining digital transformation, the Government'south focus is on its intended outcomes and benefits, as outlined, for example, by the Minister for Human Services and Digital Transformation:

Digital transformation will alter how regime does things for you. It will mean much less red tape and much more responsive policy. It means we can harness data to deliver social and economic benefits. Information technology will mean the regime can be there whenever y'all need us, but we volition stay out of your way when y'all don't, so you can become most your life with minimal interference.

A ii-page 'roadmap' (timeline) lists major projects that will contribute to digital transformation over the next two years. The roadmap page on the DTA website provides more than detail almost projects, and enables projects to be filtered by the three strategic priorities.

The DTS commits the Government to: almanac refreshment and enrichment of the roadmap; publication of yearly action plans; and a public dashboard of performance metrics to rails progress (p. 45). Until the dashboard becomes bachelor, a number of sources collate data about various ICT projects (run into Appendix B).

Commenting on the DTS, the former CEO of the DTO, Paul Shetler, expressed concerns about how well the DTS sets out how its aims will exist achieved. Another commentator considered that although the DTS has an 'advisable coherence [this] fundamental redesign of Australia's public sector ... will need ... the imprimatur of a section of state, a Department of Digital Regime, to succeed'.

ICT procurement

ICT Procurement Taskforce

In a statement prior to the 2016 ballot, Policy for Better and More than Accessible Digital Services, the Coalition committed to 'accelerat[ing] the digitisation of regime services and driv[ing] innovation in government by ... establishing a taskforce in the Prime Minister's Section to reform government ICT procurement policies'. Established in October 2016, the ICT Procurement Taskforce reported in May 2017 that regime agencies 'are concerned that they are existence left backside in adopting new and innovative technologies to deliver services'.

As part of its proposed solutions, the Taskforce linked innovation with the participation of Minor and Medium Enterprises (SMEs) in ICT procurement. Taskforce recommendations included that authorities ICT procurement should exist 'structured in a way that enables SMEs to compete adequately to directly provide components of pregnant ICT projects'.

In its response, the Regime accepted and committed to the substance of all recommendations, and has implemented the following measures that are intended to increase opportunities for SME participation in ICT procurement.

SMEs and ICT procurement

The Department of Finance continues to be the lead agency on whole-of-government general procurement policy. However, in Nov 2016 responsibility for ICT procurement policy was transferred to the DTA. The DTA manages an ICT procurement portal, which facilitates buyers' access through whole-of-government arrangements to digital products and services, including: hardware; software; mobile products and services; cloud services; information centres; telecommunication; and volume sourcing arrangements with suppliers such as IBM, Microsoft, SAP and Agree.

The Authorities expects SME opportunities to be increased through participation in the Digital Marketplace and the Hardware Market, and as a upshot of an annunciation in August 2017 on capping contracts:

From today, Government Information technology contracts will be capped at a maximum value of $100 million or three years' duration. This is to allow small and medium sized businesses the opportunity to bid for smaller components of larger projects.

Procurement and contract management: potential areas of adventure for digital transformation

Capping contracts at a maximum value of $100 million or three years duration, and increasing the number of SME participants in ICT procurement, will likely tend to increase the number of ICT-related procurements, projects and contracts. By extension, even so, this could also increase opportunities for corruption, fraud, or contract mismanagement—areas of risk that have been highlighted in recent reports:

In a recent report about an ICT project, the ANAO identified contract and projection management as areas of vulnerability, peculiarly in relation to 'technical bespoke procurement, which contains inherent risks due to its complexity or untested suitability'.
In August 2017 the Productivity Commission (PC) noted that 'reports propose there are pregnant, persistent weaknesses [in agencies' contract management,] almost prominent[ly] in the management of contracts for major information technology (IT) and structure services'.
As summarised in trade media, in December 2018 an assessment by the NSW Contained Commission Against Abuse (ICAC) noted that 'there are characteristics of ICT procurement that appear to make it more vulnerable to corruption', such equally: data disproportion (the gap in knowledge betwixt public sector buyers and private sector sellers of ICT products); cost over-runs masking malfeasance; the possibility of corrupt conduct in the date of contractors; and the expense of due diligence on a big number of contractors (pp. 54–55).

Addressing the perceived risks, the ICT Procurement Taskforce recommended the development of 'a medium-term strategy for building the Australian Public Service's ICT procurement capability and culture'.

Addressing the Taskforce's recommendation, the DTA is collaborating with the Australian Public Service Commission (APSC). The Digital Marketplace was expanded to include 'approved sellers of digital skills and expertise', and the DTA offers services to build digital skills across government. ICT procurement capability is non readily identifiable in the suite of options, but the DTA provides assistance in the form of model contracts and other tools. In December 2018 the DTA publicised the completion of programs by more than 120 apprentices, cadets and graduates. The grooming offered by the APSC includes leading digital transformation and procurement essentials and contract management.

Digital Continuity 2020 and the Digital Records Transformation Initiative

Recordkeeping by Republic regime entities is governed by the Athenaeum Human activity 1983 (Cth):

... the [National Archives of Commonwealth of australia] has the potency to issue standards for Commonwealth records, and to preserve and make accessible the archival resources of the Commonwealth.

Under the Act, 'Commonwealth records' embrace all data in digital and non-digital formats that is created, used or received as part of government business concern.

Issued in Oct 2015, Digital Continuity 2020 is a whole-of-authorities arroyo to digital information governance that 'aims to support efficiency, innovation, interoperability, information re-employ and accountability past integrating robust digital information management into all regime business organisation processes'.

Through the Public Service Modernisation Fund, the 2017–xviii Budget allocated $10.7 million over the forrad estimates to 'develop a whole-of-regime digital records management solution to modernise the common role of record-keeping beyond the APS'. The Digital Records Transformation Initiative (DRTI) aims to back up 'the development of modernised digital records and information adequacy across Australian Government non-corporate republic entities'. As outlined by the Section of Finance, the iv key outcomes of the DRTI are to:

brand effective use of the smart technology that has emerged, just not still been incorporated, into records management practices;
amend productivity through the use of automation;
increment the re-utilize of information avails across Government; and
increase compliance with regulations for the management of Australian Government records.

In November 2018 a DRTI discussion paper sought views on 'the most constructive and efficient way to source modernised digital records solutions'. In early 2019 a 'next steps' document noted 'the importance of aligning with the policies of the National Athenaeum of Australia, in particular ... Digital Continuity 2020'.

Regulation as a Platform

A business unit of the Commonwealth Scientific and Industrial Research Organisation, Data61, undertakes data-focused research and evolution. Regulation as a Platform (RaaP) is a proof-of-concept project that 'aims to maximise the value of regulation, as the primal data ready of regime':

The ultimate aim is to provide complimentary and open access to legislation and regulation via public APIs [Application Programming Interfaces], which volition allow users to access the database of endorsed logic rules and a reasoning engine to process rules and information into accessible digital logic.

A diagram outlines the architecture of RaaP. RaaP is a multi-phase process that involves:

Converting regulatory rules into machine-readable logic that capture's the intent and performance of regulation
Quality checking these rules and endorsing them for publication on an open platform;
Enabling anyone to leverage the regulation information via an open platform API to allow anyone to develop tools and services to simplify end-user interactions with regulation to reduce costs, fourth dimension and complexity.

Digital identity

One of the objectives of the Government's Digital Transformation Strategy is that by 2025 people 'will exist able to cull a secure and like shooting fish in a barrel to use digital identity to access all digital government services'.

The Government is undertaking a review of national arrangements for the protection and management of identity data. However, it was reported in January 2019 that the inquiry is 'more than two months behind schedule as the Coalition mulls a new iteration of the National Identity Security Strategy'.

The DTA also has a role through its development of the Trusted Digital Identity Framework (TDIF). In belatedly 2018 the Australian Strategic Policy Institute published Introducing Integrated e-government in Australia, the master points of which, and the DTA's response, were summarised in a media study. A subsequent media report summarised a privacy impact assessment of the TDIF.

Data sharing by government entities

The website of the Section of the Prime Government minister and Chiffonier (PM&C) outlines initiatives in relation to public data (i.e. 'information nerveless or generated by the Australian Authorities').

In March 2016 the Government asked the Productivity Committee (PC) to undertake an inquiry into 'the benefits and costs of options for increasing availability of and improving the use of public and private sector data by individuals and organisations'. The PC published its report on information availability and use in May 2017. Released in early 2018, the Government'south response adopted the three key features of the PC's proposed framework, and the 2018–19 Budget provided a total of $65.i one thousand thousand over 2018–22 for the new arrangements:

a new Consumer Data Right (CDR) to 'give citizens greater transparency and control over their own data'. To implement this measure, the Treasury Laws Amendment (Consumer Data Right) Beak (CDR Nib) was introduced into Parliament in February 2019.
a National Data Commissioner (NDC) to 'implement and oversee a simpler, more efficient information sharing and release framework'. An acting National Data Commissioner was appointed in August 2018.
new legislative and governance arrangements for data sharing and release.

In relation to information sharing and release, the following measures have been undertaken:

A consultation paper on the Data Sharing and Release Bill was released in July 2018, and the submissions received are bachelor on the PM&C website.
In March 2019 the Government minister for Human Services and Digital Transformation released Sharing Data Safely guidelines and a best practice guide to help authorities agencies on 'how to best share and release authorities data in an appropriate fashion' in accordance with 5 central Data Sharing Principles. The interim NDC has brash that initially the guidance will complement agencies' existing legislative information protection obligations, with the proposed Data Sharing and Release legislation expected to provide a statutory ground for the Data Sharing Principles.

Cybersecurity in government entities

The latest version of the Protective Security Policy Framework (PSPF) came into consequence in October 2018. The PSPF assists Australian Government entities to 'protect their people, information and assets, at abode and overseas'. Under the PSPF, government entities seek to achieve information security through attention to four cardinal areas: sensitive and classified information; access to data; safeguarding information from cyber threats; and robust ICT systems. Entities are guided by the Australian Government Information Security Manual and an online hub for cyber security information, both produced by the Australian Cyber Security Centre within the Australian Signals Advisers.

The ANAO conducts operation audits of selected entities' cyber resilience and cybersecurity arrangements. After the ANAO reports, the Joint Commission of Public Accounts and Audit (JCPAA) conducts inquiries into entities' cyber resilience and cybersecurity arrangements, for example in 2017 and 2019. The scope of the 2019 inquiry includes the cyber resilience of the Section of Parliamentary Services (DPS). In February 2019, there was a malicious intrusion into the Parliament House computer network operated by DPS.

In March 2019 the DTA announced a Whole-of-government Hosting Strategy. The new Digital Infrastructure Service aims to 'reduce information sovereignty, ownership and supply chain risks ... ensure authorities hosting services are more efficient and cost-effective [and] provide certainty on the Australian Regime hosting operating environment for industry and agencies'.

The implementation of new technologies—contempo reports, reviews and cases

A number of recent reports, reviews and cases take examined aspects of the Commonwealth public sector'south implementation of new technologies.

ANAO reports

Reports by the ANAO ofttimes examine, among other matters, ICT projects and digital transformation.

Government reviews—APS, PGPA Human activity and blockchain

Electric current review of the APS

In May 2018 the Government commissioned a major review of the Australian Public Service (APS), led by David Thodey. The review'south terms of reference state that 'to ensure the APS is fit-for-purpose for the coming decades' its capabilities must include 'understand[ing] and deploy[ing] applied science and data to bulldoze improvement'. The DTA'south submission to the review proposed that 'changing some current settings volition permit for a more than contemporary, digital public sector into the future'.

In March 2019 the APS Review published several documents outlining its preliminary conclusions and directions. In Priorities for Modify, the APS Review observed that 'a move to networked and common arrangements would facilitate greater mobility and collaboration, build digital adequacy, and brand the most of automation and AI in service delivery'. Trade media has summarised the ICT-related aspects of Priorities for Change.

The review is scheduled to report to the Regime in the showtime half of 2019.

Review of the Public Governance, Functioning and Accountability Act 2013 and associated Rule

In September 2018 the Department of Finance published the report of the independent review of the Public Governance, Performance and Accountability Act 2013 and associated Rule (co-authored past David Thodey). The study warned that 'risk disfavor in the face of new opportunities to use technology to improve service delivery will mean that new opportunities are non taken, or taken afterward than they could have been'. An earlier (2015) Independent Review of Whole-of-government Internal Regulation included recommendations nearly cloud computing, data centres, and whole-of-government ICT and procurement arrangements (the Parliamentary Library has published two brief overviews of the review's major recommendations).

DTA evaluation of blockchain

In February 2019 a DTA report evaluating blockchain technology as a possible tool for authorities ended that 'when applied to various pilots or considered against alternative technologies, gaps become axiomatic across both the technical and business facets of its implementation'. The DTA has also released Blockchain Overview: Australian Authorities Guide. In October 2018 the DTA observed:

... blockchain is good for low trust engagement where y'all don't know who you're dealing with, you accept low trust in that person or business, just you have a series of ledgers that can requite you some validation. [However] generally speaking when regime is engaging with someone, nosotros desire to take a trusted relationship with them.

Parliamentary reviews

In June 2018 the Senate Finance and Public Administration References Committee tabled the report of its inquiry into digital delivery of government services. The DTA's submission outlined achievements and priorities as at September 2017.

The JCPAA is currently conducting an research into Australian government procurement contract reporting. As outlined in its Complementary submission guidance, the Committee'south 'five areas of focus' include the APS' capability and capacity.

Select recent cases

Automated controlling and communication of decisions

The Australian Public Law website summarised a recent instance in the Federal Court of Commonwealth of australia apropos automatic determination-making and communication:

[A] taxpayer received a reckoner-generated letter from the Australian Taxation Role (ATO) ostensibly waiving near of the general involvement charge (GIC) on a tax debt. The ATO afterward advised the taxpayer that he was, in fact, liable to pay additional GIC equally the letter of the alphabet had been issued in error. ... On appeal, the bulk of the Full Federal Court found that no decision had been fabricated every bit the automated letter was not accompanied by the requisite mental process of an authorised officer.

An application past the taxpayer to the High Court of Australia for special leave to entreatment the decision was refused. One law firm observed that the outcome could 'breed dubiousness in the minds of taxpayers and their representatives when such correspondence is received from the ATO' and that 'taxpayers potentially losing trust in the ATO's decision making processes undermines the integrity of the whole arrangement'.

Automated decision-making was the subject of a media study in July 2017, which noted that 'Australian law explicitly allows computers to make of import decisions previously made by the ministers or staff of at least 11 federal government departments'.

Public servants' personal utilise of social media

In a complex case currently earlier the High Courtroom, a former employee of the previous Section of Immigration and Citizenship used her personal Twitter account to postal service bearding tweets critical of the Department. Depending on how the case gain, it may, amidst other matters, clarify public servants' apply of social media, particularly in the context of the APS Code of Conduct in section xiii of the Public Service Act 1999 (and peradventure the unsaid freedom of political communication in the Constitution).

Unanticipated levels of access to information

In September 2018 it was reported:

The Southward Australian Government has shut down invitee access to the land titles registry website after it discovered a single IP address had harvested the information en masse. ... While in that location is no proffer it was a data breach — the website was working exactly as designed — information technology was non the Government's intention to make the information and then hands available.

An skillful in networks and security from the University of Sydney observed that 'information technology would've been very simple [for the agency to take included a feature] to limit the number of accesses to some minor number per minute'. Speculating on the motive for the mass download, the expert observed:

... maybe they were later on data that would help them in terms of social engineering, making cold calls to people ... On the more nefarious end of the spectrum yous could maybe argue that this data could be linkable to other data that is caused somewhere else, like wellness data or some financial data.

The incident provides an example of the range of scenarios that must be considered past government agencies and contractors when planning and implementing digital transformation initiatives, in this case access controls for publicly-bachelor information.

Appendix A: Digital Transformation Strategy (2018)

In November 2018 the DTA published the Regime's Digital Transformation Strategy (DTS), Vision 2025: Nosotros volition Evangelize World-leading Digital Services for the Benefit of all Australians. The DTS outlines three strategic priorities, each with subsidiary objectives to be achieved past 2025:

one. Regime that's like shooting fish in a barrel to deal with

To brand authorities piece of cake to deal with, you need unproblematic and intuitive services that support your needs and life events, while eliminating the need to deal with multiple agencies or layers of regime.

Our digital services must also be secure and convenient to access using the devices of your option.

You will be able to access all government services digitally.

You will accept seamlessly integrated services that back up your needs and life events.

Y'all will be able to choose a secure and easy to utilize digital identity to access all digital authorities services.

You will have admission to alternatives if you are unable to access services in a digital way.

2. Government that's informed past y'all

We will harness the power of data to improve services and make improve and faster decisions.

We will use information analysis to make sure our services meet your needs, to understand improve what people and businesses expect from the government and to better hereafter services. In doing this, we will ensure that you lot retain control over your information.

Services will be smart and adjust to the data you cull to share

Policy and services volition draw on information and analytics

Advanced technologies will improve decision-making and be transparent and auditable

Earn your trust through being strong custodians of your data

3. Authorities that's fit for the digital age

Australians expect government to be like shooting fish in a barrel to deal with and to provide smart and convenient services.

We volition grow our digital skills and partner with innovative businesses to deliver the right outcomes. Where we use new platforms they will be efficient and sustainable. Finally, we must be answerable for delivering digital transformation.

To evangelize on these expectations and accomplish our 2025 vision, we need to uplift our digital skills and capabilities and partner with innovative organisations to evangelize the right outcomes.

Equip our people and Australian businesses with the skills necessary to deliver world‑leading digital services

Prefer better means of working that bring people together quickly and efficiently and reduce hazard

Collaborate with other sectors, including small-scale and medium‑sized enterprises, customs organisations and academia

Develop sustainable platforms that we tin can share across regime

Deliver value for people and businesses by managing costs and risk

Appendix B: sources of collated data about ICT projects

The Digital Transformation Strategy (DTS), launched in November 2018, promises a public dashboard of performance metrics to track the progress of DTS-related projects (p. 45). Until the dashboard becomes available, a number of sources collate information about various ICT projects:

The DTS lists major projects that will contribute to digital transformation over the adjacent two years, with boosted data provided on the DTA's roadmap webpage.
The Parliamentary Library has published a summary of the Public Service Modernisation Fund.
ParlInfo includes media reports near ICT projects and related news.

The DTA monitors all digital and ICT initiatives with a budget of more than than $10 meg and not classified as secret or peak secret. All the same, merely limited information has been made public:

The DTA'south commencement public disclosure was at a Senate Estimates hearing in November 2017 (pp. 42–44). The DTA tabled a list of 17 projects. The relevant DTA webpage did non list the 72 projects that were in scope for monitoring.
At an Estimates hearing in May 2018 the DTA tabled a 2nd watchlist (non published on the DTA website).
At an Estimates hearing in October 2018 the DTA reported that it is monitoring 63 projects (p. 3), but at that place is no further information beyond this.

[1]. The apolitical.co website provides resources for public servants, including The Digital Authorities Atlas, which comprises links to 'digital government' guides and resources from many countries.

[2]. A submission to a contempo Senate commission research into digital delivery of government services provides an introduction to this argue. The submission contends that, withal that 'around the world at that place are many highly regarded government data spider web sites and cases where online transactions have hugely improved processes', the 'ascendant "authorities as a service industry" paradigm has led e-government (digital regime, or whatever is the current term) downwards a blocked path'.

For copyright reasons some linked items are simply available to members of Parliament.

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