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Strategy and Action Plan

ICT Strategy 2015

Introduction

The Government ICT Strategy and Action Plan to 2017 was approved by Cabinet in June 2013.  The Government ICT Strategy was revised in 2015 to ensure that, in a dynamic technology environment, it can achieve the government’s aim of an ICT-enabled transformation of public services to New Zealanders.

The Action Plan was replaced by the integrated work programme in June 2016.

Government ICT Strategy 2015 - Enabling the public sector to exploit ICT-enabled opportunities. Opportunities: Exploiting merging technologies, Unlocking the value of information, leveraging agency tranformations, Partnering with the private sector. Focus areas: Digital services - Agencies and third parties agree how to deliver federated services, Service delivery channels are rationalised, Common service components are re-used by agencies, Federated services are piloted using 'life events'. Information - Information skills drive new insights and better directions, Open data and sharing by default supported by privacy & security settings, Public trust and confidence permits sharing and re-use of information, Frameworks and infrastructure facilitate flows of information and re-use. Technology - Common capabilities and shared services are adopted where possible, Agencies have easy access to innovations from the ICT industry, IT units partner with their business units to drive innovation, Policies, standards, business models shared across the system. Investment - I&T investments are targeted at fewer initiatives with more impact, Maximise value from the ICT industry, Cost and benefits from investment in digital services are realised, Agency transformation initiatives deliver system benefits. Leadership - Public sector leaders re-balance agency & system priorities, Public sector leaders lead change to overcome system barriers, Build workforce capability that encourages innovation, Agencies look to industry and third-parties for sources of innovation. Outcomes: Customers experience seamless, integrated and trusted public services. Information-driven insights and reshaping services and policies, and adding public and private value.Adoption of information and technology innovations is accelerated and value is being created.Investment in innovative digital services is being prioritised and benefits are being realised.Complex problems are being solved and innovative solutions are being adopted.

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Key documents

Achievements 2013-2015

Following its launch in 2013, the Government ICT Strategy laid the foundations for government service and system transformation.  

Agency investment plans are required to explain the system-wide benefits that will accrue from ICT spending. All-of-government products and services have been widely adopted, achieving significant cost-savings, and making it easier for agencies to work together. Improved security and privacy practices, and an enduring focus from the Government Chief Privacy Officer and the Protective Security Requirements, are building trust and confidence as the focus increases on how government manages and uses the information it holds on behalf of citizens.

Government ICT Strategy 2015

The 2015 ICT Strategy review offered an opportunity to build on this foundation and take advantage of several emerging game-changing trends, that provide new opportunities to support better public services and agency transformation agendas by putting citizens and businesses at the centre of design and delivery of digital services.

The Government ICT Strategy 2015 is detailed on these pages. This strategy highlights our new opportunities, and our five focus areas that will lead to clear outcomes. 

In 2015 the Government Chief Information Officer set up a Partnership Framework, involving key stakeholders across government, to support the goal of a coherent ICT ecosystem supporting transformed public services. Led by a group of chief executives (the ICT Strategic Leadership Group), it focusses on service innovation, strategic investment, information and technology. 

The Partnership Framework  led revision of the overarching Government ICT Strategy in 2015, and developed a work programme to implement it, which has replaced the ICT Action Plan 2014.

Enduring opportunities leading to outcomes

The strategy is based on four high-level and enduring opportunities:

Opportunities: Exploiting merging technologies, Unlocking the value of information, leveraging agency tranformations, Partnering with the private sector

Exploiting emerging technologies
The accelerated pace of disruptive change generated by cloud services presents an opportunity to change the way the public sector operates, exits costs, and delivers services to citizens and businesses

Unlocking the value of information
Increased availability of government-held information and data analytics and predictive modelling have the potential to unlock the value of information to help solve complex problems and generate innovative ideas

Leveraging agency transformations
Major agency transformation programmes have a critical role in delivering key components of an ICT ecosystem for the public sector that enables the integration of services across multiple agencies and their delivery partners

Partnerships with the private sector
Partnerships with the private sector are increasingly being used to drive innovation and encourage greater risk-taking

  • Digital Services

    People are using personal digital devices in increasingly sophisticated ways. In everyday activities such as banking and shopping, customers expect that goods and services are integrated, easily accessible through any digital device, and quickly available. The same applies to government. Increasingly, people expect to ‘consume’ public services in the same way, and to the same standard.

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  • Information

    The public sector’s ability to understand customers (their preferences, behaviours, and needs) and derive deep insights into complex problems by analysing large quantities of information is gradually growing. But considerable information remains locked within agency silos, and cannot be easily accessed, combined, analysed and used.

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  • Technology

    Until fairly recently, government agencies designed, built and operated their own technology solutions and stored their own information. Such an approach is no longer necessary or desirable as non-core IT capabilities can be outsourced to the private sector, allowing ICT units to partner with business units to deliver innovation and value.

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  • Investment

    When managing public spending, the Government looks to get better results from existing spending, while investing wisely in new services that will make a difference. In the context of investment in information and technology, there is an imperative to maximise the impact of existing spending, such as agency modernisation initiatives, for the benefit of the system as a whole.

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  • Leadership

    The pace of technology-led change and innovation is accelerating, in particular as cloud computing is mainstreamed, and as it becomes possible to analyse large quantities of data and derive deep insights about complex problems and customer behaviour and preferences. For the public sector, utilising innovation, and developing complementary skills, mindsets and structures, is essential for delivering the Government’s transformation agenda.

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Page last updated: 04/09/2017