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2 South Australia Connected
Government is in the connections business. Everything we do
ultimately comes down to better connecting the people of South
Australia with the things they want and need, when and where they
need them. Whether we are connecting a pensioner with a concession,
a sick person with medical care, or a car owner with a selfserve
registration renewal, we are serving the people of South Australia.
This is our goal to better serve South Australians by making,
improving, and enabling connections.
Information and Communications Technology [ICT] helps us achieve
this goal because it amplifies our ability to connect. These days,
ICT is everywhere and in everything. It is part of our lives more
than ever before, and government, like the rest of the modern
economy, is reliant on the smooth, uninterrupted operation of its
ICT. We will not ignore the enhanced role that ICT has in the
business of government; instead, we will embrace it to get the most
out of what weve got, and deliver better outcomes for our
state.
ICT is now part of everyones job. It underpins our everyday
activities, but it also underpins the highlevel directions the
South Australian Government has for the state and the public
sector, such as South Australias Strategic Plan, our Seven
Strategic Priorities, and Change@SouthAustralia ICT makes each of
these more effective and it is an important enabler in their
development, consultation, and implementation. Just as these
initiatives assist us to be strategic in the way we work, our use
of ICT must also be strategic and purposeful if we are to better
serve the people of South Australia.
South Australia Connected [SA Connected] is the South Australian
Governments ICT Strategy. While we achieved much with our last ICT
strategy, Ask Just Once, we are determined to go further and have
even more of an impact increasing the number, capacity, and
richness of our connections improving the services we deliver to
the citizens of South Australia. SA Connected sets the direction
for us to do this keeping service to citizens at the centre of what
we do.
The purpose of SA Connected is not to introduce additional
burdens; its purpose is to help government continue to go about its
business and work towards our objectives in a strategic way. SA
Connected outlines six perspectives as a way to focus our energies,
and provide some clarity through the complexity of government. By
setting the strategic direction for government and assisting
agencies to align their decisions and activities with this
direction, SA Connected will keep us moving, steady as she goes, in
the right direction.
The South Australian Government is well positioned to make the
most of what the information age has to offer. We are big enough to
be good, and small enough to be great we have people with the
skills, drive, and experience to lead us into the future. We will
build on our strong partnerships with industry and the community to
enable us to work more collaboratively, and have more meaningful
and early engagement. We are fast followers, and when new
opportunities arise, we build on them to take good ideas and put
them to work.
ICT wont remain static in the future, and neither will our
strategy; it will be digital by default and live online at
www.sa.gov.au/saconnected adapting as we need it to, under the
governance of the ICT Board. ICT is central to the way our public
service will go about its work, but it is not just our ICT
professionals who will prepare us for the unpredictable, but
inevitable challenges we will face in the future SA Connected will
be implemented by all of us, working together. Together we will
expand our vision of what ICT can do for the future of our state,
and most importantly, put it into practice. I encourage you all to
consider what part you can play to make South Australia connected,
ready for the future.
Jim Hallion CHAIR ICT BOARD GOVERNMENT OF SOUTH AUSTRALIA
IntroductionPurposeThe purpose of SA Connected is to set the
strategic direction for the use of ICT in the Government of South
Australia, characterised in each section by a number of highlevel
From To statements. These statements indicate where we want to go,
and by aligning our decisions and activities with this strategic
direction, we will move the government towards our goal of making
South Australia connected, ready for the future.
Goal
Our goal is to better connect the people of South Australia with
the things they want and need, when and where they need them.
Perspectives (of our goal)
Overview
South Australia Connected
Open Data Open Data Open Data
Open
Dat
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O
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Serving People
Innovating Now
Working Together
Improving Delivery
Securing Resilience
These six perspectives of our goal provide a way of looking at
the complexity of government. They offer us a means to focus our
energies.
Strategic DirectionFor example:
From To
Some services online Digital by default
The From To statements set the strategic direction for the
government. They move us towards our goal.
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3South Australia Connected
www.sa.gov.au/saconnected
Strategic direction
(connecting people with where we are
heading)
Contents: Overview 6 perspectives The strategic direction
articulated as From To statements.
A strategic direction for Information and Communications
Technology in the Government of South Australia
SOUTH AUSTRALIA CONNECTEDReady for the Future
Open Data Open Data Open Data
Ope
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Op
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Serving People
Innovating Now
Working Together
Improving Delivery
Securing Resilience
South Australia Connected
This part of the strategy is provided online at
as well as in this document.
Expectations(connecting people
with what they should do)
Contents: Principles Standard practices Acrossgovernment
policies, standards, guidelines Relevant agency policies,
standards, guidelines Suggested activities for agencies to
support/enable
each From To.
Available from:
Delivery(connecting people
with how the strategy works)
Contents: Highlevel governance arrangements Delivery
arrangements for SA Connected:
Agency planning assistance Assurance arrangements
Operational management arrangements for SA Connected: How things
get changed/updated.
Available from:
Initiatives(connecting people with our activities
and outcomes)
Contents: Outlines of initiatives and capability
developments
(acrossgovernment and agency level): Outcomes Capabilities
delivered Highlevel timeframes Strategic alignment
Progress of initiatives.
Available from:
Dialogue(connecting people
with each other)
Contents: Sharing (e.g. case studies, agency plans) Continual
improvement activities Agency, industry and community feedback on
SA Connected Description of collaboration arrangements with
external stakeholders Contextual discussion and highlevel evidence
Provenance and timeline.
Available from:
www.sa.gov.au/saconnected
www.sa.gov.au/saconnected
www.sa.gov.au/saconnected
www.sa.gov.au/saconnected
www.sa.gov.au/saconnected
A living strategySA Connected is not intended to be static or
inflexible. The world we live in is complex and changing (as is the
work of government) our strategy needs to be able to adapt and move
as change is required. While the strategic direction is intended to
be enduring, how we work to align with it may need to change as we
continually improve and discover what works best.
The idea is that we have an active, dynamic, and living
strategy. The strategic direction is just one part of this overall
strategy. The rest of it will not be bound in a static document; it
will be digital by default and exist online at
www.sa.gov.au/saconnected so that it can be kept relevant and
thoughtfully adjusted as required, under the governance of the ICT
Board.
The online strategy will consist of five parts (including the
strategic direction). These parts work together to provide the
tools and information that agencies and their partners need in
order to align their activities and decisions with the strategic
direction. This includes details of the standard practices that
agencies will be expected to follow, and the other policies that
guide decisionmaking.
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4 South Australia Connected
From To
Serving People
An external lens
This is our purpose; it is What we do. This perspective focuses
on services to citizens.
Some services online Digital by defaultSome engagement
Collaborative democracyMultiple service channels Integrated
customer serviceTreating everyone the same Serving diversity
Securing Resilience
A security lens
We live in a changing world; we are Preparing for the
unpredictable, but inevitable. This underpins everything we do.
Robust infrastructure Resilient communitiesBasic security
awareness We all apply security, all the timeProtecting the
perimeter Protecting informationSecurity as an added job
Professionalising security
Improving Delivery
A productivity lens
This provides a lens on our productivity and project execution;
this is about Getting more out of what weve got.
Some big ICT projects Big plans, small projectsRobust ICT
governance Integrated governanceBuying hardware and software Buying
servicesDiffuse accountability Clear accountabilityPockets of
excellence Professionalised workforce in ICT
Working Together
A sharing and collaboration lens
Common problems, shared solutions. Collaboration and sharing
makes us better at what we do.
Barriers to collaboration Seamless governmentAgencies going it
alone Agency partnershipsCommon problems Sharing solutionsWorking
within government Working with our partners
Innovating Now
An opportunity lens
We have a sense of urgency, and we know that if we manage the
risks Embracing opportunities is rewarded.
Risk aversion Embracing opportunitiesLargescale solutions
Incremental improvementsTechnology for its own sake Technology for
service benefitsGood deeds done in secret Early and open
engagement
Open Data Open D
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Ope
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Ope
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Opening up governmentheld data assists us to make progress in
each of the other perspectives. Enabling us to make better
connections in order to create shared value.
Ownership CustodianshipData silos Shared value
Reactive data supply Proactive data streams
The strategic directionThese are directional statements. They
show, in overview, the strategic direction for the Government of
South Australia.
These statements have been designed to encapsulate the direction
that government will go, simply and succinctly. Each From To
statement has been provided to show what will change by
articulating a shift in focus, or the move to an improved level of
maturity.
For example, when we say that we are moving from Robust ICT
governance to Integrated governance, we do not mean that our ICT
governance will no longer be robust, we simply mean that we are
making a deliberate choice to move beyond this level of maturity,
to improve our governance arrangements.
These statements are designed to be brief and highlevel. The
detail required for agencies to align with these statements will be
provided in the other parts of the strategy, available from
www.sa.gov.au/saconnected.
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5South Australia Connected
Robust infrastructure Resilient communitiesCommunities are
better equipped to bounce back when the unpredictable, but
inevitable happens technology is core to prevention, preparation,
response and recovery.
Securing resilience will be in the forefront of our thinking. We
must be mindful that even our most basic activities are reliant on
the smooth, uninterrupted operation of ICT. We will ensure that we
are agile enough to respond to changes effectively.
Basic security awareness We all apply security, all the timeIf
security is seen as an afterthought, it becomes an obstacle or
problem; if it is built in from the start, it is easy. Security
isnt about stopping us from doing things; its about enabling us to
make informed decisions.
Security is not the sole responsibility of a nominated
individual or team; all staff are responsible for ensuring their
actions maintain the protection of people, information, and
property. We will ensure that security becomes a natural part of
our everyday activities.
Protecting the perimeter Protecting informationIn this era of
openness, protecting does not mean locking away; it means taking
care, and being thoughtful. We no longer just have a perimeter to
protect insider and other threats mean we are exposed and
vulnerable everywhere, all the time.
While we will continue to maintain solid defence of our systems,
protecting the information we hold will be our primary concern.
Improved use of document classification and handling will be key to
this.
Security as an added job Professionalising securityThe bad guys
are smart, sophisticated and active; we need to match them, or we
will lose.
Just as there are many criminals who are dedicated to accessing
the governments assets, we need to be dedicated to protecting those
assets. Security will not simply be an added function to an
existing role; dedicated security professionals will provide
agencies with the expert knowledge and processes needed to protect
our assets.
Serving People
Serving PeopleWhat we do
Strategic Direction
Some services online Digital by defaultThe evidence is clear our
customers prefer online services, and increasingly, mobileready
services. Introducing new services, improving old services whenever
possible, our approach will be digital by default.
This does not mean that services will only be provided in a
digital format; the focus will be on providing the best range of
services to our customers giving them choice. Some services cannot
be made digital, and some probably shouldnt; however, we will
consider whether they can and should from the start.
Some engagement Collaborative democracyEvery agency will
determine how best to engage with the public for decisionmaking and
policy development, using codesign and coproduction approaches.
Tools like social media are no longer simply interesting, they are
essential and we will make it easier for agencies to use them.
We will move to embed community participation and engagement
into business as usual, making every effort to link (early and
meaningful) participatory processes into planning, policy, and
program development.
Multiple service channels Integrated customer serviceThe
relationships we have with our customers are largely formed by the
service delivery that we and our partners provide. Facetoface
transactions may well be many times more expensive than
digitallydelivered services, but to ensure that our customer
relationships remain strong, and our service delivery is both
efficient and responsive, we will understand our customers and our
services holistically.
Treating everyone the same Serving diversity
We are not all the same some of us face greater challenges than
others. As we move more into the digital space, we will make sure
we dont leave anyone behind.
We will always consider the challenges that our customers may
face and commit to providing greater accessibility to our
services.
We recognise that individuals want to choose the mix of services
they receive and how they connect with them. This will not be the
same for everybody. We will not ignore this; we will embrace
diversity.
Securing Resilience
Securing ResiliencePreparing for the unpredictable, but
inevitable
Strategic Direction
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6 South Australia Connected Improving Delivery
Improving DeliveryGetting more out of what weve got
Some big ICT projects Big plans, small projectsFrom now on, were
not going to start up any more big ICT projects. Were only going to
have business change initiatives.
We know that large projects run a higher risk of failure. We
will break these down into smaller segments, with welldefined exit
strategies that ensure that were not locked into spending more time
and money to continue projects that arent working. Well still have
big plans, but projects will be shorter, and they will be planned
and delivered by multidisciplinary teams, not just IT.
Robust ICT governance Integrated governanceWeve done a lot to
improve ICT governance, but now it is time to go further; we are
going to progressively integrate ICT and corporate governance, and
link up governance structures right across government.
We wont be creating more levels of governance; well be using the
governance structures we already have more effectively. The
business needs of an organisation will drive their ICT needs, and
business leaders will be critical to ICT governance.
Buying hardware and software Buying services
We continue to reinvest in our hardware and software just to
keep the lights on; but it is the services we buy, especially
locallysourced, that we value the most.
We wont be buying more boxes and wires than we need to, well be
buying services that may be delivered through any number of
mechanisms whatever provides the best value for the state.
Diffuse accountability Clear accountabilityCommittees are great
for many things, but it is hard to hold a committee to account for
its actions. We will hold our executives to account for project
successes and failures.
From the outset, project documentation will clearly define who
is responsible for getting the project done (and how) and who is
ultimately accountable for the success (or failure) of a project.
This is communicated to, and agreed to by, all involved.
Pockets of excellence Professionalised workforce in ICTICT is
now part of everyones job. Yes, there will always be specialists,
but all of us need to develop new competencies to meet the
challenges brought about by new technologies.
Our professionalised workforce will be thoughtfully designed
where the right skills are in the right positions, based on the
needs of the organisation.
Strategic Direction Strategic Direction
Working TogetherCommon problems, shared solutions
Barriers to collaboration Seamless governmentLack of technology
is no longer a valid excuse for not working together for the most
part, we already have the tools and technology to connect.
To work together effectively, we need more than technology. To
support both the informal and formal networks that we use to
connect, we will establish standard processes and ways of working,
so that people know what they need to do to take part in effective
collaboration.
Agencies going it alone Agency partnershipsOur budget processes
often make it easier for agencies to do things alone instead of
working together. From 2013 onwards, we will see increasing numbers
of multiagency approaches. From now on, we form partnerships and
share first.
We will put in place acrossgovernment support to make it easier
for agencies to work together. Central agencies and expert groups
will provide leadership to coordinate agencies and show the
way.
Common problems Sharing solutionsOften, different parts of
government do the same things differently. Instead of reinventing
what already exists, we are going to reuse and share capabilities
and solutions across government. Toenable this, our approaches will
be open by design.
Sharing is not only possible, it is necessary. We need to unlock
as much of the latent capacity we have scattered across government
as possible. All agencies will demonstrate that genuine effort has
been made to identify and use existing solutions before new
initiatives are approved.
Working within government Working with our partnersGovernment
does not exist separate to society. We are just one part among
many, making up our dynamic and diverse community. By further
leveraging our partnerships with organisations outside of
government, we can work together to tackle common problems and
deliver better services.
We will develop new and improved service supply chains so that
our services can be delivered through partnerships whenever
appropriate. Local councils, notforprofit organisations, industry,
community groups, other governments, and tertiary institutions will
extend and enhance our connections with the community.
Working Together
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7South Australia ConnectedInnovating Now
Innovating NowEmbracing opportunities is rewarded
Strategic Direction
Risk aversion Embracing opportunitiesRisk is already on most of
our meeting agendas; soon, innovation will be as well.
It is much easier to avoid risk than to accept and manage it.
Avoiding risk reduces uncertainty, but it also limits us to the
status quo. Managing a risk requires us to understand the effects
it may have and take precautions to minimise them.
To gain the benefits of innovation, we need to embrace
opportunities, inform our choices, and manage the risk to reduce
its effect. We will move forward by making innovation a priority,
not for its own sake, but because it will help us do our job.
Largescale solutions Incremental improvementsWe will tackle
problems through iterative development, breaking them into planned,
bitesized chunks. Then well test solutions through prototyping, and
where prototypes work, scale them up.
Even when ideas seem big, innovation does not need to be. Small,
steady steps can lead to incremental improvements. Tried and tested
developments are easier to expand across agencies.
Technology for its own sake
Technology for service benefits
Technology is interesting, but it isnt everything; we will look
at things from a 360 perspective.
When flash, new technology becomes available, it is natural to
want it, even when it may not be needed. Even when everyone else
seems to be using the hot new toy, this will only be one
consideration, not the only consideration. Technology will not
drive our business; our business will be informed by new
possibilities and our technology choices will be driven by the
benefits our customers will receive.
Good deeds done in secret
Early and open engagement
We will find new ways to work with the ICT industry, academia,
and other sectors, so that we can innovate together.
Exposing challenges and problems to a wider audience will invite
better solutions. We wont just be working with our government
colleagues when searching for solutions that affect all parts of
society.
We will clearly distinguish between procurement and engagement
to allow industry stakeholders to be involved in innovative
developments early on, while allowing us to maintain rigorous
procurement processes later on, when theyre needed.
Strategic Direction
Ownership CustodianshipAgencies do not own data, we are
custodians. As custodians, our job is to improve access improving
access means moving government away from just using data ourselves
in order to provide services to the community; it also means
providing data to the community so they can use it. We will make
more governmentheld data publicly available.
Data silos Shared valueEvery day, agencies create and use all
sorts of data in the course of doing business. This data, if shared
more widely, could generate immense value for our state. The
challenge is where to make a start?
We will work with our partners to identify those potential
highvalue data sets and make them widely available so that experts
and entrepreneurs can work together to explore the potential for
creating new services and unleash the economic value of the data we
hold.
Reactive data supply Proactive data streamsIn order to generate
sustainable value from our open data, the community needs to have
confidence in its quality and supply; so that is where we will
focus our efforts.
We know that it is much easier to release data when the decision
to do so is made up front, before the data is collected. That is
why we will put in place acrossgovernment support to make it easier
for agencies to classify, license and release data in sustainable
ways as part of their daytoday business.
We will favour approaches that securely automate the release of
live open data direct from government systems.
Open DataEnabling us to make better connections
Open Data Open D
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