ICT Renewal Action Plan

ICT Renewal Action Plan November 2014 Security classification: PUBLIC

Department of Science, Information Technology, Innovation and the Arts Queensland Government ICT Renewal Action Plan November 2014 Published by the State of Queensland (Department of Science, Information Technology, Innovation and the Arts) November 2014. This document is licensed under a Creative Commons Attribution 3.0 Australia licence. To view a copy of this licence, visit http://creativecommons.org/licenses/by/3.0/au. State of Queensland (Department of Science, Information Technology, Innovation and the Arts) 2014. This document has been security classified using the Queensland Government Information Security Classification Framework (QGISCF) as PUBLIC and will be managed according to the requirements of the QGISCF. You are free to copy, communicate and adapt the work, as long as you attribute the State of Queensland (Department of Science, Information Technology, Innovation and the Arts). For more information contact the Communication Officer, Office of the Director-General, Department of Science, Information Technology, Innovation and the Arts, GPO Box 5078, Brisbane Qld 4001. Telephone +61 7 3224 8303. Graphic: istock. Si-Gal 27031404 11-140151 Page 2

ICT Renewal Action Plan Table of contents Minister s foreword...5 Introduction...6 Government departments working together...7 Improved governance...8 Partnering with industry...9 Action plan...10 Strategic objective one: effective digital services for our clients... 11 Strategic objective two: effective digital services for our government...17 Strategic objective three: a transformed and capable workforce...22 Future outlook...25 URL references...27 Page 3

Department of Science, Information Technology, Innovation and the Arts Page 4

ICT Renewal Action Plan Minister s foreword I am pleased to present an updated ICT Renewal Action Plan that will guide the ongoing transformation of government ICT. We have consulted with our stakeholders in industry and across government to update the plan so it reflects current challenges and government priorities to pursue the ICT-as-a-service agenda and a cloud-first approach to ICT delivery. The Queensland Government has undergone significant transformation and ICT is an effective enabler of continuing change and innovation, as well as delivering better services to Queenslanders. ICT is essential to the Queensland Government delivering on its goal to be the most responsive and respected public service in the nation. We need it to help us be more effective, deliver value for money and ultimately achieve better outcomes for Queenslanders. I ask both industry and agencies to focus on the key priorities of this action plan to help us advance our reform agenda to enable us to be a government of the 21st century; one government that is connected and working together to deliver smarter outcomes that are responsive to the needs of Queenslanders. The Honourable Ian Walker MP Minister for Science, Information Technology, Innovation and the Arts. Page 5

Department of Science, Information Technology, Innovation and the Arts Introduction To be successful, the Queensland Government s renewal agenda requires improvements in the way government procures, manages and uses technology. Real benefits can be achieved by looking at the way the government works and how it interacts with its clients. The revised ICT Renewal Action Plan now directly targets business transformation underpinned by ICT. This change will ensure ICT makes a more effective contribution to the business of government. Implementation will carefully balance three aspects: the changes to the capability and management of the government s workforce into the future the need for efficient business services underpinned by ICT the important contribution ICT can make to state economic development particularly the four pillars of tourism, agriculture, resources and construction. Initiatives in this plan will drive this transformation by enabling government departments to deliver innovative, cost-effective and quality front-line services to Queenslanders. This transformation will build strong working relationships across government, and with ICT and other industries in Queensland. By working together to implement the plan, we will establish the government Queenslanders need and the long-term economic prosperity of the state. The Queensland Government ICT Strategy 2013 17 was released in July 2013 and the accompanying ICT Action Plan in August 2013. Progress on the implementation has established many of the foundations for broader business reform. Fifty-nine of the 80 actions were completed by the end of October 2014. Page 6

ICT Renewal Action Plan Government departments working together In keeping with the Queensland Government ICT Management Framework: departments are accountable for ICT decisions associated with their portfolio departmental chief executive officers (CEOs) have clear responsibility to ensure they have sufficient ICT capability departments will consider ICT as a central part of their strategic decision-making process (i.e. in operational and policy matters, ICT is considered in an integrated service delivery manner rather than as an afterthought). The Department of Science, Information Technology, Innovation and the Arts (DSITIA) will lead ICT renewal by monitoring progress against the ICT Renewal Action Plan and, in addition to its policy leadership role, will assist departments with their own renewal activities. By understanding the sector s renewal directions, DSITIA in its central role will: raise awareness to an appropriate governing body for consideration and resolution of issues and risks respect the speed and sequence by which agencies plan to affect change, and provide the appropriate level of support, as agencies clearly have different renewal priorities leverage the expertise of government and industry subject matter experts to maximise synergies and develop innovative solutions support those agencies that may not have the capacity or capability to enable the necessary change or ability to define appropriate benefits for their renewal activities ensure cross-government opportunities result in improved efficiencies, reduced rework and clear benefits help agencies with organisational change challenges (e.g. workforce transformation) improve reporting of the benefits of using ICT in government. Page 7

Department of Science, Information Technology, Innovation and the Arts Improved governance As part of the Queensland Government ICT Strategy 2013 17, a new governance framework was established under the auspices of a CEO-level governance committee, the ICT Directors-General Council. To date, 15 initiatives have benefited from the additional assurance provided by the ICT Directors- General Council, with $546 million worth of investments being critically analysed and supported. The Queensland Government s portfolio, program and project management has been strengthened by tighter alignment with best practice methodologies and implementation of a gated assurance policy to improve the internal governance by government departments and transparency of high impact or high-risk initiatives. Departments developed their ICT-as-a-service strategies with the help of the government s approach to contestability, for example, identifying ways to deliver value for money. The implementation of the ICT-as-aservice strategies will continue for a number of years in line with government decisions to retain in-house or outsource business processes, for example, finance. Greater transparency of significant government initiatives has been achieved through the establishment of a public-facing ICT Dashboard. Page 8

ICT Renewal Action Plan Partnering with industry Significant progress has been made to promote innovation and forge stronger partnerships with industry including: a policy to drive a thriving ICT small to medium enterprises (SME) business community in Queensland to develop innovative solutions to government challenges departments contesting ICT services and putting in place key contracts for ICT-as-aservice, for example: five Queensland public hospitals now accessing electronic medical records system as a hosted service the Department of Transport and Main Roads Next Generation Ticketing the Department of Education, Training and Employment Network Service Guarantee the Public Safety Business Agency Human Resources Information System/Payroll an as-a-service module in Government Information Technology Conditions (GITC) Framework to facilitate effective contractual relations between the government and industry an evergreen standing offer arrangement for ICT services, based on the Skills Framework for the Information Age (SFIA), with more than 180 prequalified ICT suppliers on the panel establishing the initial government panel arrangements for priority commodity services (email services and infrastructure-asa-service). Page 9

Department of Science, Information Technology, Innovation and the Arts Action plan The initiatives outlined in this ICT Renewal Action Plan contribute to the achievement of the three Queensland Government ICT strategic objectives: effective digital services for our clients effective digital services for government a transformed and capable workforce. The action plan will be updated on a biannual basis so that the work performed by government continues to be applicable and beneficial to Queenslanders. Thirteen renewal initiatives will be progressed as a part of this plan and a number of future initiatives will be considered over the next 12 months: three of the 13 initiatives being progressed are taken from the previously published action plan eight are new initiatives focused on delivering government efficiencies and improved services for Queenslanders two initiatives are investigative work that will help to inform the scope of the next series of initiatives. The plan also incorporates business-as-usual work, such as strengthening industry relationships and the continued improvement in the use and management of ICT. The timing and scheduling of achievements will change in future action plans due to lessons learned from earlier initiatives, changing government priorities and agency renewal needs. Page 10

ICT Renewal Action Plan Strategic objective one: effective digital services for our clients This objective is aimed at delivering for our clients: digital services accessible from where and when they see fit an enhanced digital economy giving Queenslanders a competitive edge government data that can be used to drive innovation improved work practices to ensure the integrity, security and value of government information. The journey so far The past year has seen the release of two major strategies in the One-Stop Shop Plan 2013 18 and the GoDigitalQld Queensland Digital Economy Strategy and Action Plan (GoDigitalQld). These major strategies focus on improving the customer experience of digital services. Separate programs have been established to support government departments to deliver these strategies as follows. Page 11

Department of Science, Information Technology, Innovation and the Arts One-Stop Shop The government has endorsed the One-Stop Shop Plan 2013 18. This decision supersedes actions from the earlier action plan (numbered 1.02 to 1.06) and new actions will be progressed through the One-Stop Shop Strategy and Implementation Office within DSITIA. The achievements from the One- Stop Shop program by the end of October 2014 include: over 170 new online service interactions via qld.gov.au exceeding the target of 100 by the end of 2014 100 per cent of service information is now online at qld.gov.au delivered on target by the end of 2014 new One-Stop Shop pilot service outlets in the Lockyer Valley and Scenic Rim are on track a Tell us once pilot to allow Queenslanders to change address online a social media pilot for Queenslanders to ask service delivery questions through Facebook and Twitter the development of a One-Stop Shop customer experience strategy, channel strategy and customer service standards. Digital economy strategy The launch of GoDigitalQld brings together the Queensland Government s key digital economy-related initiatives under an overarching framework for driving and coordinating digital economy activity across government and across our vast state. GoDigitalQld refines the Queensland Government s position on the digital economy, which was established in the Queensland Government ICT Strategy 2013 17 and ICT Action Plan. GoDigitalQld complements The Queensland Plan vision to capture future opportunities by encouraging greater uptake by Queenslanders of digital technologies and skills. Other digital economy progress Other achievements include: an SME policy that was developed to maximise business opportunities for Queensland s smaller businesses to engage with government a digital access and skills program for seniors improvements to the way government commercialises intellectual property an agreement with the Chamber of Commerce and Industry Queensland to provide an independent single point of vendor accreditation. Page 12

ICT Renewal Action Plan Information management and security, open data and digital archiving A central open data portal, accessible from data.qld.gov.au, helped to provide greater transparency of the government activities and data, including grants recipients. Open data strategies were released by departments and statutory authorities. An information sharing pilot was completed to better understand the challenges around information exchange between agencies. The government information architecture was revised and an information quality framework was produced to focus on business-led information-sharing activities, and help agencies manage their information in a consistent way. Enterprise social network usage guides, policies and plans were developed to support cultural change, innovation and information sharing by using social media to encourage broader interaction. An Information Management Blueprint and Open Data Blueprint were produced. A Tactical Cyber Security Plan is being implemented across all agencies to document the threat and risk to major systems, identify network vulnerabilities and remediation plans, and provide improved monitoring and incident responses. A mapping document was prepared to assist agencies with the assessment of external services against Information Security IS18 and the ISO 27002 controls. In preparation for the Group of Twenty (G20) Leaders Summit, many departments undertook a range of activities to step up security, including raising staff awareness. Page 13

Department of Science, Information Technology, Innovation and the Arts Where we re heading GoDigitalQld sets six clear strategic objectives to put us on the path to realise our vision for Queensland to be Australia s most digitally interactive state and recognised globally as a digital innovation hub. These strategic objectives are: economic growth, powered by digital innovation digital-first delivery of better government services full community and business participation in the digital economy through collaboration creating the conditions in which Queensland businesses can innovate and thrive in the digital economy attracting, growing and retaining talent in Queensland s digital sector and research institutions attracting investment and global partnerships to grow our digital economy. The One-Stop Shop Plan will meet customer demand through greater online service delivery while reducing costs for the majority of simple transactions. It will make it easier for customers to access services while improving customer service across all government service channels. In this current period, the Queensland Government will: establish how ICT will enable the government s broader reform agenda develop an understanding of how government information can be shared in innovative ways for the benefit of Queenslanders continue to improve the way information security is managed continue to make information more easily accessible, visible and available for re-use by the public through the Queensland Government open data portal. Page 14

ICT Renewal Action Plan ACTION and description Outcome Lead agency Initiative objective: To ensure government optimises the use of ICT enabling better outcomes for clients and citizens. [A.01] Develop agency customer-first digitally enabled strategies Each agency to develop a customer perspective that shows ICT s contribution to its service delivery vision and improved operations, e.g. where it can enable better ways of working with customers. Work with industry to consider the various ways industry and/or technological advances can be used. Maintain clear linkages between departmental change initiatives and plans. Dependencies: Departmental strategies are well understood. Better contribution of ICT to government transformational change. Initiative objective: To understand how future technologies can transform government service delivery. [A.02] Develop an emerging technologies roadmap that underpins business transformation Outline transformational changes that can be enabled by emerging technologies. Provide examples showing how government will interact with its clients and manage its services in the future. Dependencies: Categorisation of government lines in business. Greater use of emerging technologies that improves customer services. All agencies DSITIA, supported by all agencies Initiative objective: To deliver a refreshed Queensland Government ICT Strategy aligned to The Queensland Plan and other government priorities. [A.03] Update the Queensland Government ICT Strategy Produce a refreshed Queensland Government ICT Strategy. Dependencies: Nil A clear vision that shows how ICT and information management enables the business of government. DSITIA Initiative objective: To better manage government s information by improving decision-making, providing innovative client services and exploiting the government s knowledge. [A.04] Overcome the barriers to information sharing Gather and share lessons learned, risks and issues from recent information-sharing experiences, e.g. previous pilots. Work with agencies to address the barriers to information sharing across traditional boundaries. Results that help shape the objectives and scope of future initiatives. DSITIA Dependencies: Progress made by agencies considering the findings from the Police and Community Safety Review and Queensland Child Protection Commission of Inquiry. Note: Dependencies are defined as any activity that must be completed before progress can be made on an action. A dependency could be an earlier action or another activity that has or will happen in government that an action relies on being completed first. Page 15

Department of Science, Information Technology, Innovation and the Arts ACTION and description Outcome Lead agency Initiative objective: To manage government s security risks by limiting adverse impacts to service delivery and the government s operations. [A.05] Review security standards (reference past action 5.04) Adopt a standards-based information security management framework and acceptance of recognised industry standards. Implement the recommendations of the information security governance review. Gather and share lessons learned, risks and issues from cyber security activities. Greater capacity for government to acquire services assessed against established and recognised security standards. Improved governance of information security and risk. Progress made on 5.04 and next steps: A review of existing IS18 standard and related security guidance was undertaken. Queensland Government Chief Information Office (QGCIO) is contributing to the development of a new protective security policy framework with the Public Safety Business Agency. A Tactical Cyber Security Plan has been produced and is being implemented, resulting in improved security and risk-based decision-making. Queensland Audit Office (QAO) and QGCIO have been working collaboratively on information security issues, while acknowledging QAO s independence and legislative constraints. The Information Security Program deliverables have strengthened information security and privacy for government-held information. The Protective Security Policy Framework, covering security aspects such as physical, information and personnel, is being finalised. Dependencies: Cabinet approval of the new policy framework. DSITIA Initiative objective: To safeguard information by improving work practices and providing an easy-to-use data classification mechanism. [A.06] Develop and implement security classification tool Develop an information security classification tool suitable for information and data classification. Implement the tool and associated work practices to enable the Department of Housing and Public Works to identify personal and other confidential information and how it will be safeguarded. Assess how the tool can be leveraged across government. Improved understanding of the management of privacy concerns. Department 0f Housing and Public Works Dependencies: Nil Note: Dependencies are defined as any activity that must be completed before progress can be made on an action. A dependency could be an earlier action or another activity that has or will happen in government that an action relies on being completed first. Page 16

ICT Renewal Action Plan Strategic objective two: effective digital services for our government This objective is about achieving the best value for Queenslanders from government s sourcing arrangements and from the way government manages and uses its ICT. Business solutions will be innovative, and will enable an effective way of working. The journey so far Improving the use and management of ICT applications The risk to government business operations from aging ICT systems has been subjected to increased scrutiny, resulting in successful efforts to stabilise systems through the implementation of mitigation plans. Plans to replace systems were developed by agencies. A process was developed and is being used by agencies to regularly assess and report on at-risk ICT systems to the ICT Directors-General Council. Tools have been developed to help departments preserve Queensland s archival heritage. Page 17

Department of Science, Information Technology, Innovation and the Arts Transitioning to ICT-as-a-service To assess and optimise the business benefits of the adoption of ICT-as-a-service and to consider ICT contestability, each department produced an ICT-as-a-service roadmap. Transitioning to ICT-as-a-service has been made easier through the introduction of policies, guidelines and strategies, common commercial terms and conditions, access to common service panels and the treatment of legislative privacy issues. Examples include: panel arrangements for Electronic Communications and Collaboration, Infrastructure-as-a-service and Government Wireless Network-as-a-service refined GITC to support the move to as-a-service 1 William Street State ICT Architecture Blueprint an ICT contestability framework and practitioner s guide. For low-risk procurement up to $1 million, agencies now have the option to use a simple contract framework, which will reduce the time and cost of contract negotiation. This whole-of-government standardised framework is also used for other goods and services. A whole-of-government sourcing arrangement, the ICT Services Panel, has been established. The panel uses contracts that are focused on outcomes rather than detailed specifications, which allows industry to leverage innovative solutions to the proposed problems. The Queensland Government Cloud Computing Strategy and Cloud Computing Implementation Model were released. The innovation portal is currently being piloted and provides a means by which government can quickly elicit good ideas and put them into practice. Agencies are using tools to better understand their costs of delivering ICT. Training and awareness was provided to chief information officers and staff on: cyber security assurance and investment review framework contestability framework ICT-as-a-service procurement GITC Framework Module 10. Where we re heading In this current period government will: continue to manage ICT assets to provide a high level of service to customers continue to move from owning assets to being a manager of services continue to refine departmental road maps that will contribute to a sector-wide procurement plan create conditions that will enable service providers to easily contract government business explore the benefits of adopting cloud brokerage services. Page 18

ICT Renewal Action Plan ACTION and description Outcome Lead agency Initiative objective: To reduce the cost of doing business with government by simplifying the contractual framework and associated processes. [B.01] Review GITC (reference past action 7.07) Review the existing GITC Framework, associated policy and management frameworks to reflect the future sourcing needs of the Queensland Government. Progress made on 7.07 and next steps: Work has commenced to review the existing GITC Framework. Dependencies: Link with Q-contracts. Reduced red tape contributing to sector-wide and industry benefits. DSITIA Initiative objective: To take full advantage of existing value-for-money procurement arrangements permitting the reinvestment of scarce government funds. [B.02] Optimise whole-of-government procurement Establish a mechanism that encourages agency adoption of existing whole-of-government panels and procurement arrangements. Establish the priorities for future procurement arrangements or panels. Undertake early market engagement to investigate external cloud broker models (referenced in the Cloud Computing Implementation Model, recommendation 10). Help agencies to understand and achieve a contestable outcome with respect to as-a-service business environments. Implement the government ICT procurement reforms. Review and update relevant procurement policies, including an accreditation guideline (referenced in the Cloud Computing Implementation Model, recommendation 13). Increased adoption of existing procurement arrangements delivering effectiveness across government. Simplified arrangements for government ICT procurement. DSITIA Dependencies: Work performed in partnership with the Procurement Transformation Program, Department of Housing and Public Works. Up-to-date departmental ICT-as-a-service road maps and/or departmental significant procurement plans. Note: Dependencies are defined as any activity that must be completed before progress can be made on an action. A dependency could be an earlier action or another activity that has or will happen in government that an action relies on being completed first. Page 19

Department of Science, Information Technology, Innovation and the Arts ACTION and description Outcome Lead agency Initiative objective: To leverage new technologies that will bring efficiencies to government and develop private sector capability that can be exploited by Queensland s four-pillar economy. [B.03] Establish 1 William Street ICT Undertake procurement process that leads to the appointment of an ICT-as-a-service partner(s) by June 2015. Finalise proof of concept. Establish a number of different panels/service capabilities. Pilot new services, which if successful, will inform broader government use, e.g. pilot federated government identity (referenced in the Cloud Computing Implementation Model, recommendation 8). Increased adoption of new capability services that deliver improved efficiencies and work practices for core agency tenants. Dependencies: Integration required between agencies ICT environment and 1 William Street services. Cultural readiness of staff occupying 1 William Street. Agency systems able to leverage modern collaborative capabilities available in 1 William Street. DSITIA Initiative objective: To ensure that ICT does not become an impediment to future departmental service delivery reform. [B.04] Overcome the barriers to transitioning to ICT-as-a-service Gather and share lessons learned, risks and issues from recent experiences in adopting as-a-service business environment. Work with agencies to address the barriers to adopting contemporary business solutions. Work with agencies to refine departmental as-a-service road maps. Identify synergies to be leveraged across government. Results that help shape the objectives and scope of future initiatives. DSITIA Dependencies: Understanding the impact of transitioning to an ICT-as-a-service environment on workforce transformational activities. The availability of departmental strategies involving the transition of business processes to as-a-service. Chief finance officers taking a multi-view approach to assessing budget requests for ICT initiatives (e.g. agility and innovation in the business). Note: Dependencies are defined as any activity that must be completed before progress can be made on an action. A dependency could be an earlier action or another activity that has or will happen in government that an action relies on being completed first. Page 20

ICT Renewal Action Plan ACTION and description Outcome Lead agency Initiative objective: To partner with industry to fast-track innovative service delivery solutions, and enable agencyto-agency collaboration. [B.05] Progress the innovation portal pilot (reference past actions 9.02 and 9.03) Develop and promote a better approach to resolving government s operational problems. Enable agencies and industry to securely collaborate on innovative solutions. Facilitate engagement of the private sector in developing prototypes to test ideas in reality and measure benefits. Increased opportunities to securely collaborate on innovative ideas between agencies and with industry. Progress made on 9.02 and 9.03 and next steps: Innovation portal is being piloted to establish its potential benefits to the ICT industry and government. The launch of the innovation portal includes a plan to raise the awareness of innovation via innovation champions in government departments. Dependencies: Active participation by interested parties (industry and agencies). DSITIA Note: Dependencies are defined as any activity that must be completed before progress can be made on an action. A dependency could be an earlier action or another activity that has or will happen in government that an action relies on being completed first. Page 21

Department of Science, Information Technology, Innovation and the Arts Strategic objective three: a transformed and capable workforce This objective ensures the government has the right skills in the right jobs with the necessary governance to drive the reform agenda. The journey so far All departments developed ICT workforce transformation plans to address how staffing would need to change to reflect the government s move to an ICTas-a-service approach. The processes to enable the 2015 intake of graduates through the Queensland Government IT Graduate Program have been completed. Employee of the month Page 22

ICT Renewal Action Plan SFIA version 5 was reviewed to reflect the government s move to an as-a-service environment. The Queensland Government Procurement Capability Framework has been communicated across government. The Queensland Government ICT Workforce Transformational Leadership Competency Framework was developed. The implementation has begun to ensure the future government workforce can maximise the benefits through improved service delivery to Queenslanders. A new governance framework was established under the ICT Directors-General Council. This framework minimises risk and maximises the value to Queensland of ICT-enabled investments. A Program and Project Assurance Policy was finalised supported by an assurance framework that adopts a gateway review process. Agencies are reviewing their significant initiatives to gain assurance that investments are being managed effectively and will remain on track to deliver the expected benefits and achieve the desired outcomes. Portfolio, program and project methodologies were updated to fully align with best practice sourced as-a-service from a company called Axelos a globally recognised leader in this field. An ICT Dashboard was released that shows significant ICT-enabled initiatives from across the Queensland Government and their status. Where we re heading In this current period, government will: continue to implement workforce transformational plans. Management and staff will be focused on high-value business activities, supporting their departmental vision for change, and recognising the appropriate knowledge and skills to fulfil their roles ensure ICT investment will continue to deliver value to the business. Page 23

Department of Science, Information Technology, Innovation and the Arts ACTION and description Outcome Lead agency Initiative objective: To establish the workforce (within ICT and complementary disciplines) needed to support the Queensland Government s vision for the public service. [C.01] Transform workforce skills and capability Review existing departmental ICT workforce transformation plans in line with departmental strategies and business reform program to determine priority areas. Establish ways to address gaps in future workforce priority areas. Pilot ways for ICT to build better relationships with the business to align ICT renewal and business reform. For example: educate and build awareness among departmental executives of the opportunities ICT provides to enable business reform develop chief information officers and ICT executives with the necessary business knowledge and acumen to support departmental renewal goals through the introduction of innovative ways ICT can be used to modernise the business. Dependencies: Departmental strategies are well understood. A workforce that continues to support the government s needs. All agencies Initiative objective: To effectively track and report benefits ensuring business improvements can be measured. [C.02] Enhance benefits management capability Review the current state of benefits management across agencies, including renewal initiatives enabled by ICT in the context of their broader departmental renewal agendas. Determine how capability in benefits management across the sector can be enhanced. Develop and implement a method for defining, tracking and reporting evidence of agencies contribution to whole-of-government benefits. Evidence of progress on the renewal agenda. All agencies Dependencies: Departmental strategies are well understood. Note: Dependencies are defined as any activity that must be completed before progress can be made on an action. A dependency could be an earlier action or another activity that has or will happen in government that an action relies on being completed first. Page 24

ICT Renewal Action Plan Future outlook The ICT Renewal Action Plan will be reviewed regularly to: assess progress ensure continued relevance of the initiatives ensure alignment with emerging strategies and directions, such as The Queensland Plan and the updated ICT Strategy. Each refresh of the plan will reflect the prioritised initiatives for the period. The following table outlines the proposed future initiatives to be considered over the next 12 months. The ongoing approach taken by DSITIA to refresh the ICT Renewal Action Plan will rely on continued collaboration with agencies and industry. DSITIA will: use a portfolio management approach to identify, prioritise and scope new initiatives support agencies with opportunities or initiatives that have the potential to deliver whole-of-government benefits identify synergies and share information with agencies and the ICT industry in areas including the results from proof of concepts, feasibility studies, trials and prototyping. Page 25

Department of Science, Information Technology, Innovation and the Arts Initiative name Information and knowledge management Administrative challenges Operationalise ICT-as-a-service contracts Government roadmap Cloud brokerage Streamline business with government Federated government identity Business security risk One government, one network Business process renewal underpinned by rationalised and consolidated systems Initiative objective Improve information management practices to support the transition to as-a-service business environments. Understand legislative and legal matters that impact information sharing and as-a-service business environments. Resolve matters identified from the previous lessons learned initiative that may impact transitioning to as-aservice. Manage the transition to ICT services in a coherent and cost-effective way. Establish market maturity around the implementation of cloud technologies in Queensland. Improve the way ICT industry contracts with government by doing things smarter, quicker and easier. Implement a federated government identity model to support government business activities. Improve the management of government s business exposure to security issues. Identify how implementing a one-government network will contribute to the Queensland Government s vision of delivering smarter outcomes that are responsive to the needs of Queenslanders. Deliver efficient services that Queenslanders need by improving processes and consolidating systems. Page 26

ICT Renewal Action Plan URL references Queensland Government ICT Management Framework www.qgcio.qld.gov.au/products/qgea-documents/3207-ict-management-framework-document Small to Medium Enterprise Participation Scheme www.qld.gov.au/dsitia/about-us/business-areas/ict-strategic-sourcing/sme-participation-scheme/ ICT Dashboard www.qld.gov.au/ictdashboards One-Stop Shop Plan 2013 18 www.qld.gov.au/dsitia/initiatives/one-stop-shop/ GoDigitalQld Queensland Digital Economy Strategy and Action Plan www.godigitalqld.dsitia.qld.gov.au Queensland Government data portal www.data.qld.gov.au Police and Community Safety Review www.premiers.qld.gov.au/publications/categories/reports/police-community-safety.aspx Queensland Child Protection Commission of Inquiry www.childprotectioninquiry.qld.gov.au/ 1 William Street Blueprint www.qgcio.qld.gov.au/products/qgea-documents/3265-one-william-street-blueprint Queensland Government Cloud Computing www.qgcio.qld.gov.au/initiatives/cloud-computing Page 27