TL; DR
The Minister for Finance, Senator the Hon Katy Gallagher, recently launched for consultation a draft Data and Digital Government Strategy: The data and digital vision for a world-leading APS to 2030 (Draft Strategy). You’re invited to make comments on the Draft Strategy by 25 July 2023.
The Draft Strategy confirms Government’s commitment to transformation of use of Government data and digital innovation within the public sector. The Draft Strategy:
- reframes prior policies of the previous Government
- brings digital and data strategies together in a coordinated policy
- seeks input to make the strategy substantive and achieve its vision, and
- is a “call to action for the APS”.
Overview and how did we get here
The Draft Strategy sets out the Government’s commitment to a data and digital transformation within the APS, continuing a journey begun by previous Governments of reforming the APS and the use of data and digital technologies.
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The Draft Strategy combines the previous Government’s separate strategies for digital and data under a generic vision. The Draft Strategy proposes by 2030 to deliver “simple, secure and connected public services for all people and business through world class data and digital capabilities”. It envisages an Implementation Plan in due course. This will need to contain much more significant detail including:
- measurements and goals for productivity improvements within the APS
- how service delivery improvements will be achieved and measured, and
- a clear and measurable deliverable timeframe,
in order to avoid criticism levied of previous data strategies. [1]
Notably, responsibility for the digital economy more broadly, including administering the Digital Technology Taskforce, resides with the Minister for Industry and Science. So the Draft strategy only deals with the government aspects of data and digital. We’re watching out for more policy developments on the broader aspects.
The detail
The Draft Strategy recognises:
- the increasing criticality of data and digital technologies to the Australian Government’s activities
- the opportunities for innovative change
- some of the barriers to that change, such as a general APS skills shortage, and
- contains some broad measures of success, such as an increased intergovernmental collaboration and interoperable architecture.
Action missions
The Government proposes five action missions:
In its 2018 report on Digital delivery of government services, the Senate observed that the digital transformation policy area was beset by “more soaring rhetoric and vague aspirations”.
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WHAT THE STRATEGY SAYS AND OUR REFLECTION
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INDIVIDUAL
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Example
uses 2
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1: DELIVERING FOR ALL PEOPLE AND BUSINESS
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The Draft Strategy: commits the Government to sharing data between APS, state and territory governments, and other users, strengthening the culture of innovation and experimentation around data and harnessing technologies to predict service needs, improve user experience and gain efficiencies. Our reflection: There are significant opportunities from emerging technologies for increased productivity and better services. The Data Availability and Transparency Act 2020 lays the groundwork for data sharing and data-driven government services but sharing data broadly will require a fundamental shift away from siloed departmental responsibility. The broad objects in the DAT Bill were narrowed in the ultimate Act; will these need to be broadened to achieve this aim? Leaders must be prepared to promote the benefits of doing so both within the APS and to the Australian community. The Draft Strategy itself to some extent however envisages continuance of the status quo, for example it re-commits the Government to retaining face-to-face and telephone service delivery indefinitely. |
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2: SIMPLE AND SEAMLESS SERVICES
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The Draft Strategy: proposes a ‘digital by design’ approach to deliver policies and services for people and business and a ‘tell us once’ approach to data collection and use. Our reflection: creating a ‘single customer’ approach for the use and sharing of data to deliver government services at all levels of Government would be a bold step in the right direction. To date Digital by design has been the standard approach of the private sector for the past decade or more, simple and seamless service delivery harnessing current and emerging technologies will take particular focus. |
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3: GOVERNMENT FOR THE FUTURE
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The Draft Strategy: The Government will proactively adopt emerging technologies and partner domestically and internationally to promote security and ethical standards. Our reflection: Harnessing emerging technologies presents opportunities for productivity improvements in service delivery. Implementation will be facilitated through cultural transformation within the APS and potentially regulation reform. The prior Government liked the concept of ‘buy once, and reuse’. This makes sense but has to be considered in the broader context of market opportunities and procurement rules. |
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4: TRUSTED AND SECURE
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The Draft Strategy: Building and maintaining public trust in the Government’s use of data and digital technologies is at the heart of the transformation. Our reflection: This will be the biggest challenge for the Government. Trust in Government is hard won and easily lost. Building trust will require appropriate use of data, transparency and rigorous data security safeguards. |
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5: DATA AND DIGITAL FOUNDATIONS
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The Draft Strategy: Attracting, retaining and developing the APS workforce with world class data and digital has been a longstanding challenge for the APS and the Australian economy more broadly. Our reflection: Innovative recruitment, training and retention strategies will be required to ensure that the APS can compete with the private sector as an ‘employer of choice’ for skills. |
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What do you need to do by when?
The Draft Strategy is open for consultation across the APS, state and territory governments, the private sector and the community until 25 July 2023. The Government is also seeking views on inclusions into the accompanying Implementation Plan.
A last note: our tech and IP team spend a lot of time thinking about how to make digital and data programs work efficiently and effectively with the right commercial, policy, legal and practical settings in place. We’re happy to discuss your response to the consultation request – please do reach out to any of the authors of this note.
