Our future vision built on digital platforms

Our digital transformation vision is to be a world leading digital government for the benefit of all Australians. Digital platforms will play an important role in delivering the Digital Transformation Strategy.

Digital platforms will provide reusable, common business services to accelerate the development of the next generation of government services that are simple, intuitive and make it easy for people and businesses to deal with Government.

Digital platforms vision

Whole-of-government digital platforms will support the government’s Digital Transformation Strategy, making it easier for people and businesses to deal with government, and improve the efficiency and effectiveness of departments and agencies as they deliver superior policy outcomes and service quality for the benefit of all Australians.

Digital platform goals

The primary driver for digital platforms is to provide value to people and businesses. Aligning improved user experience and service delivery outcomes, with cost efficiencies for government and tax payers, will be important to facilitate greater adoption and acceptance.

The realisation of the vision can be measured through the achievement of the following goals:

  • simplify and reduce unnecessary burden on people and businesses who access government information and services
  • encourage innovation and interoperability, creating a highly interoperable ecosystem of government and market
  • build public trust and confidence in Government’s handling of user and sensitive data
  • increase government’s agility and responsiveness to meet changing expectations
  • deliver continuous improvements and increase the efficiency and effectiveness of service delivery
  • improve consistency of the end-to-end experience in using government services

Strategic principles

A set of principles to guide decision making and ways of working in relation to digital platforms

Single vision, strategy and set of priorities

  • the Digital Platforms Strategy and vision is developed and maintained centrally but defined collaboratively
  • the DTA will work with departments and agencies to agree on a set of priorities

Central leadership and oversight

  • adopt a WofG approach to developing and governing digital platforms, in collaboration with departments and agencies
  • policies, guidelines and standards for digital platforms will be designed, developed, coordinated, delivered and monitored centrally
  • the role of ‘orchestrating’ digital platforms is performed centrally. There is a clear service owner for whole-of-government needs

Balanced approach to governance

  • various aspects such as strategic alignment, funding, architecture and delivery measures need to be evaluated across the governance lifecycle
  • the level of governance, oversight and reporting will be proportionate to risk, benefits and spend

Foster strong relationships across the ecosystem

  • foster relationships with industry, academia, and nonprofit organisations and remove barriers that hinder collaboration
  • encourage innovation from industry
  • engage with state, territory and local governments in the design and development process

Open and collaborative

  • early co-design with delivery agencies and service partners
  • communicate often with public users and across government from Discovery to Live
  • build teams with people from multiple departments and agencies to promote a ‘one team’ mindset

Incentivise adoption through benefits sharing and recognition

  • design benefit sharing models that promote high levels of collaboration and adoption
  • publicly acknowledge successes and recognise departments and agencies for contributions
  • where possible, reinvest realised cost savings or allocate to contributing departments and agencies

Consider whole of life costs and benefits

  • ensure business cases demonstrate WofG and long-term view of benefits
  • a total cost of ownership approach to funding must be established and with consideration to ongoing cost of management, operations, continuous improvement and scaling of digital platforms

Effective and efficient

  • use the most appropriate organisation to perform digital platform functions and select them based on a balanced set of criteria including cost efficiency, capability, security and quality
  • leverage existing resources and capabilities where possible
  • digital platforms should have sufficient resources available to run the platform and meet the agreed service levels and requirements

Independent and autonomous

  • maintain independence and ensure that the platform does not focus on the needs of a single department or agency, while promoting effective and efficient service delivery
  • design digital platforms to reduce potential competing priorities with departments or agencies
  • digital platforms have the ability to make decisions, aligned with the governance framework

Security and trust is inherent

  • digital platforms need to consider privacy, cyber security risks and threats; ensuring adequate controls are in place
  • digital platforms are auditable, access and the use of data can be reported

Policy and service design drives digital services

  • policy and service design outcomes should drive the design of digital platforms
  • simplification or design of policies and services can lead to more common services and platforms