Australian Government Information Management Office Australian Government Information Management Office AGIMO _b4f4a1ae-76ce-45ad-8711-55734de1feed Australia will maintain its position as a leader in e-government, demonstrating how effective use of technology transforms government into a more efficient and client‑oriented sector of the economy. Through effective use of technology, the government will improve its structures and processes. Online, electronic and voice-based services will be fully integrated into government service delivery. Electronic delivery will underpin all other delivery channels, ensuring a consistent base to all activities and providing consistent service no matter how government is approached. _386a2650-003d-4a1d-8328-71594f976d5d To deliver a more co-ordinated and citizen-driven focus to the government’s e-government initiatives. _323a691c-2e0e-43e0-a18f-42cfb5fa5e17 Meeting users’ needs Meet users’ needs. _68fffe49-f6e6-4222-ba55-0d2eec071464 1 AGIMO’s comprehensive June 2005 report, Australia’s Use of and Satisfaction with e-Government Services (Australia’s Use) found relatively high satisfaction levels with current government online services. However, it also revealed low expectations of what can be achieved online, and showed that other channels, such as face-to-face, are still preferred for transactions which are considered more complex or ambiguous. In response, this strategic priority outlines actions designed to improve people’s satisfaction when dealing with government and accessing government services. Australia’s Use also found that there is no such thing as ‘a typical government user’. The number and diversity of users will increase, and this strategy outlines how the government will address this increasing diversity. Actions: Initial phase 2006 – 2008: Continue to measure overall use and satisfaction with government services annually. Develop a consistent and coordinated approach by agencies to measuring the use of and satisfaction with their services. Develop australia.gov.au as the principal Australian Government entry point, including a consolidated entry point to government online engagement initiatives. Review and consolidate the number of the government’s own websites. Provide users with basic individual government service accounts. Enable users to track incomplete transactions. Promote the government’s service delivery options more prominently. Establish principles for online engagement, plus practical guidelines and better practice guides. Introduce access to government services through selected non-government providers. Introduction of limited capacity for users to opt to have their government‑registered details updated automatically when they interact with selected non-government service providers. Final phase 2008 – 2010: Provide users with fully-functional government service accounts which they can personalise. Widespread access to government services through participating non‑government providers. Users able to opt to have their government-registered details updated automatically when they interact with participating non-government service providers. Security and privacy Assist government agencies to understand and implement the government’s own legislation and requirements for security and privacy. _30e6e254-2647-4a60-9243-45eaaee57cdd 1.1 Building trust and confidence has been a consistent theme of the government’s e-government strategies. Respecting and protecting the privacy and information security of citizens, businesses and community and other organisations will underpin all e-government activities. As part of the government’s wider set of initiatives to promote a culture of security in relation to e-commerce, AGIMO, in conjunction with the Privacy Commissioner and relevant security agencies, will assist government agencies to understand and implement the government’s own legislation and requirements for security and privacy. This will lead to even better protection of people’s personal information. 349caa21-dd52-494c-8730-e0f8f77b7ac1 01e88a1c-facc-48a9-9e55-5324ba9980c7 Measuring user needs and preferences Develop a consistent and coordinated approach for agencies to measure the use of and satisfaction with their services. _bee61195-1ea9-42b1-80b3-6a6d1b78404d 1.2 The government will develop a consistent and coordinated approach for agencies to measure the use of and satisfaction with their services. Not only will agencies be better able to respond to user needs, a consistent approach across government will also allow an aggregate picture of use and satisfaction levels, enabling a whole of government approach to meeting the needs of users. The needs of specific groups, such as the disabled, can be better identified and addressed. Government policy development and implementation will be better informed. AGIMO will complement agency-based measurements with annual overall measurements of the use of and satisfaction with e‑government services. fe9d609e-3412-44b2-9df3-92e9e763268e 6454e745-4b20-41c8-b4e4-7174d003980a The Australian Government entry point Review and consolidate government websites, so that it is easier for people to find what they want. _0fe48b0e-d257-43f5-b7e0-ba2357d76636 1.3 The government will review and consolidate its websites, so that it is easier for people to find what they want. A simpler, more streamlined government online presence will be easier to promote, enhancing awareness and use. The principal entry point to the Australian Government will be australia.gov.au, incorporating publications.gov.au anddirectory.gov.au. Other major government entry points will be integrated more tightly to australia.gov.au, to further streamline the government’s online presence and make it easier to use. The security arrangements for australia.gov.au will be enhanced to match its more prominent role. 821f857e-39fc-4a9b-9eec-99b93ac6f274 c6955478-b40e-4ea9-8c99-c6a35e45bc27 User accounts and personalised services Provide individual, personalised accounts through australia.gov.au. _81f26623-02c8-4ffd-8d29-c2859cb2d22c 1.4 The government will provide individual, personalised accounts through australia.gov.au. All users—citizens, citizens of other countries who need to interact with the Australian Government, businesses and organisations—will only need to update details once, with the option for the update to be made automatically across other government agencies. They will also be able to change their government‑registered details when interacting with participating non-government service providers. User accounts will address the growing diversity of people interacting with government. Each will be able to construct a personalised view of government highlighting the services and information most relevant to their needs. 6dc0c7ce-788e-4151-b2a1-a0482110f25b dfdefa41-e935-4d3c-a50b-8d9349074b03 Visible and traceable services Track government transactions in real time. _64b8d4fc-e3f4-4fb0-9da0-21030ad4b5a8 1.5 It will be possible to track government transactions in real time. Users will be provided with immediate receipts for transactions which cannot be completed straight away. As part of the reform of government business processes, many more transactions will be completed electronically at the time of commencement than is possible using traditional means. 7af4a48c-027d-4c73-95b6-8e121d5f492a 9d221886-ee51-4e33-a8c8-3d81ed8fb63d Increasing user awareness of service delivery options Promote electronic service delivery options more prominently, so it is easier to find and access government services. _f5f8e31d-4e1b-49cb-8440-d0aa0ea5fec1 1.6 The Australian Government will promote its electronic service delivery options more prominently, so it is easier to find and access government services. AGIMO will work closely with agencies such as the Department of Human Services, the Department of Employment and Workplace Relations, the Department of Industry, Tourism and Resources, the Department of Health and Ageing, the Department of Education, Science and Training, the Australian Taxation Office and others to increase user awareness. Despite efforts to date including creating facilities such as australia.gov.au, Australia’s Use found a lack of awareness about services available over the Internet. This is a significant barrier to greater e-government uptake and indicates the need to consolidate and more effectively promote government online services. cf1b37b4-5cf7-47eb-955d-c76b87f9ed0f caba1e11-5156-416e-9f2f-07bc1c242f49 Online engagement with government Set principles for online engagement to support a consistent experience for everyone engaging with Australian governments electronically. _dd17fb9c-9823-4665-867a-3056cd8b33af 1.7 The government will set principles for online engagement to support a consistent experience for everyone engaging with Australian governments electronically. The entry point at australia.gov.au will also provide consolidated information about government online consultation and engagement initiatives and how to take advantage of them. AGIMO will work with government agencies to enhance their understanding and uptake of online engagement, including developing guidelines and better practice guides. e09d1bc8-1e9f-4a75-a553-693584be6ca1 bcb333f6-482d-4fc4-a132-40820a89ba10 Connected service delivery Establish connected service delivery. _4435b540-2164-40f3-b88d-92565462e892 2 The concept of connected government was outlined in the Management Advisory Committee report Connecting Government: Whole of Government Responses to Australia’s Priority Challenges (2004). Delivering the vision of connected government by 2010will require substantial reform of government business processes. It will also require government agencies to implement connected government in a practical way through redesign of their business processes, reform of the associated knowledge management practices and greater cross-agency integration of their information technology systems. Collaboration across agencies must become the norm rather than the exception for the vision to become reality. This strategy outlines actions designed to use the opportunities presented by technology to drive reform of business processes, and to plan and implement connected government. Transformation and modernisation of government to deliver connected government involves three main areas: technology, business and people. While technology enablement is a key driver of change, all three areas must be considered to ensure meaningful change. Actions relating to technology and business changes are dealt with under this section, while section 3.4 outlines how the government will address the area of people, through enhanced public sector capability. Actions: Initial phase 2006 – 2008: Initiate a filter for budget processes to ensure that new policy supports thereform of business processes. Lay out a blueprint for connected government, which enables and drives thereform of business process reforms. Finalise interoperability tools and frameworks. Conduct a stocktake of existing government capacity against the blueprint. Identify and implement pathway projects. Commence technology-enabled transformation of government business processes. Start to increase the number of non-government service providers within the connected government framework. Final phase 2008 – 2010:• Government business processes extensively technology-enabled. Extend the number of participating non-government service providers within the connected government framework. Pathway projects fully incorporated into whole of government infrastructure to support connected government. Reform and transformation Reform poorly designed and redundant business processes, and reduce duplication by combining similar processes across agencies. _1c08710f-f09e-486f-bb25-32ae0a2a0725 2.1 The government will reform poorly designed and redundant business processes, and reduce duplication by combining similar processes across agencies. While technology will be an enabler for these reforms, the main effort will be in implementing new ways to undertake government business. Even if the context or target group varies from agency to agency, many systems and processes are common across government agencies, such as: identity management, registration, application, reporting and accountability, information and content management, and payments. The Australian Government will work towards common, standardised, modular business processes across its agencies. When new policy proposals that relate to service delivery are submitted by ministers for government consideration, they will also be assessed against their contribution to reforming and improving government business processes, and whether they support the goal of a common business process structure across government. The expectation is that most new policy proposals related to service delivery will demonstrate consistency with the Access and Distribution Strategy for Australian Government Services (2006) outlined in Appendix A, and therefore deliver improvements through changes to business processes, particularly through technology enablement. In other words, connected government means that agencies can no longer operate as isolated silos. Reforms will break down segregated approaches to dealing with citizens, businesses and organisations. Agencies will be required to work together with the intention of providing the best possible service. With collaboration will come responsibilities for agencies, such as vigilance in terms of data quality and the ongoing observance of agreed standards. 336747db-c2ca-4873-9de8-41ce46dbcc5c 87c2b3fd-4e0a-4c5e-86eb-e3698c1169b2 Technology enablement Design an overall blueprint or roadmap for how government agencies will use information technology to interact with each other and with citizens, businesses and organisations. _f6b51356-019f-4a6b-8cd4-98df123ebae4 2.2 The government will design an overall blueprint or roadmap for how government agencies will use information technology to interact with each other and with citizens, businesses and organisations under connected government. A detailed technical description of the actions related to this strategic priority is at Appendix A. In brief, the blueprint will comprise:• technologies, services and business processes that need to be built so that agencies’ systems can communicate and interoperate; and standards that agencies need to meet to support the use of common technologies, services and business processes across governments. The blueprint (technically termed ‘system architecture’) will build on the considerable work done to date to reach agreement on cross-agency interoperability standards. It will also incorporate a stocktake to assess the capability of the public sector to deliver the vision for 2010. Implementation of the blueprint will be project-based, through a set of ‘pathwayprojects’ that will break ground in key areas and can then be scaled up for wider implementation across government. Pathway projects will relate to key components of the vision such as: user accounts which can be customised; a simplified sign-on facility, which will be a single sign-on, except where circumstances require otherwise; connected services, such as when notifying a change of address; facilities to allow people to re-use information already submitted to government, such as repeated grant applications; and specific technologies, such as mobile connectivity and smartcards. The projects will start with a limited range of services and government agencies, but will allow for more agencies to participate over time, with a growing range of services. They will be selected to drive strategic investments which fill gaps identified by the stocktake, and to drive reform of government business processes. 3e245fce-1876-4f1d-8725-dc32fa8f3b28 b15e77f4-f53d-4005-b817-2c127c3831c8 Value for money Achieve value for money _17627ab4-b1c3-4ea7-9e89-bc8c59a7c2f7 3 This strategic priority outlines how government will improve its ICT investments to gain better value for money. A stronger focus on efficiency will ensure more targeted ICT investment that contributes to and drives reform of government business processes, particularly through re-use and sharing of existing investments across agencies. Actions: Initial phase 2006 – 2008: Develop and implement a robust ICT investment framework, including online guidance and tools for ICT strategic planning, business case development, and project management, benefits realisation and evaluation. Establish a government-wide approach to project management, involving independent peer reviews for major government projects, including ICT projects. Encourage the establishment of Project Management Offices in agencies. Implement a repository of business and technical systems implementation, including a catalogue of design solutions, to encourage re-use of existing systems. Final phase 2008 – 2010: Adopt common business processes across government agencies. A robust investment framework Develop a robust ICT investment framework. _d027d81f-d74f-4cf7-868d-a828eed2ea9b 3.1 The government will develop a robust ICT investment framework, improving the quality of: ICT strategic planning, project development and management, procurement, and evaluation. The ICT investment framework will be used by AGIMO and other agencies to ensure that ICT investment across government is well planned and managed, and will deliver the responsiveness and value for money required by government. The framework will identify duplicate proposals, and opportunities for collaboration between agencies, contributing to the reform of government business processes. The framework will guide agencies on business case development, applying the Australian Government Demand and Value Assessment Methodology (DAM/VAM) to a broader range of ICT projects. The framework will encourage good practice and consistency in ICT strategic planning, by providing access to good practice tools and methodologies. Business cases will be assessed against a good practice review guide to ensure projects are appropriately planned and avoid common causes of project failures. A mechanism to gather and analyse strategic and procurement plans of agencies that are major investors in ICT will also be included in the framework. This will forecast significant future pressure on the Federal Budget and on the ICT skills market, and help to prioritise whole of government strategic directions and capability development. The framework will include tools to improve planning and managing that will help achieve measurable benefits and outcomes, including a performance indicator library and resources for designing evaluation strategies. Central reviews of business cases by AGIMO will focus on planning to measure and manage performance and on delivering outcomes. e07e2bc1-5075-47e3-bb30-a67875bdb9e1 b19b693b-c85b-4c75-a131-4f2f4da28a8c Project management capability Introduce a new project management process known as Gateway to improve the delivery of major projects. _45426740-4b0d-4212-a8a9-11ac03fe33a4 3.2 The Australian Government will introduce a new project management process known as Gateway to improve the delivery of major projects. Gateway is a project assurance methodology originally implemented by the United Kingdom’s Office of Government Commerce in 2000, and has been used in Victoria since 2003. Gateway™ involves short, sharp reviews at critical points throughout a project’s life, conducted by reviewers not associated with the project. In this way, it provides an arm’s length assessment of the project against its specified objectives and identifies any areas that may require corrective action. Information technology projects valued over $10 million and procurement or infrastructure projects valued over $20 million will be assessed for risk. Where the risk warrants it, the Gateway methodology will be applied to those projects. To support agencies and to facilitate the reviews, a small Gateway unit has been established in the Department of Finance and Administration. The unit will develop detailed advice for agencies on the application of Gateway. Reviews will commence in 2006–07 with all projects assessed as medium or high risk, and over the financial thresholds, subject to Gateway from 2008–09.The government will also encourage the establishment of Project Management Offices in government agencies, to improve project management skills and capability in the Australian Public Service. 837bd47e-a7a3-4f23-8ea5-419cf2c7ebe5 328969d0-fdfe-4f92-9db1-892446f48ac3 Inter and intra-agency re-use and sharing of systems Adopt common, standardised, modular business processes to eliminate or change duplicated, redundant and inefficient processes. _625b9fc7-048f-4acf-9a84-4effd788634f 3.3 The adoption of common, standardised, modular business processes by government agencies is intended to eliminate or change duplicated, redundant and inefficient processes. This will require the re-use and sharing of existing systems. A repository will be established so that agencies can discover, publish and re-use information, business processes and systems in a trusted environment. One possible repository, GovDex, is being trialled by selected government agencies. 0a76487c-f7a7-473b-88ac-eded673e4df3 21ac7f52-5ef4-4066-a89f-5948d48f11b0 Public sector capability Enhance public sector capability. _0b644d41-50e1-4366-aab6-b92ec78f6b7d 4 Successful implementation of this strategy will depend on the Australian Public Service having the necessary capability. This strategy outlines how government will enhance the capability of the public sector. Actions: Initial phase 2006 – 2008: Conduct a stocktake of the extent to which the government has the necessary capabilities to deliver the vision, and assess the maturities of these capabilities. Strengthen skills through a systematic process to address recruitment and retention. Develop procurement plans which promote good ICT procurement decisions by agencies. Implement a secure identity management framework for all government employees. Review and address legislative barriers to connected government. Final phase 2008 – 2010: All gaps in capacity will have been addressed. Public sector capability is reinforced by achievements under the strategy. Service capability and maturity Measure the extent to which the government has the necessary capabilities to deliver the vision, and will assess the maturity of these capabilities. _f0e5b0d8-ef67-41bc-b250-a6ebb479a979 4.1 The government will measure the extent to which it has the necessary capabilities to deliver the vision, and will assess the maturity of these capabilities, using the Delivering Australian Government Services—Service Capability Model, which lists the elements of the government’s service delivery capability. This stocktake will identify strengths and address any revealed gaps and weaknesses in capability and maturity. The stocktake will cover the following service delivery requirements: people, business processes, business continuity, physical facilities (non-ICT), information and communication technologies, knowledge and information management, accountability and governance. This model provides an agreed language to describe, build and improve all those things that enable an agency to deliver efficient and effective services. It will be applied across government to ensure online service delivery is enabled by the maturity of departments’ and agencies’ capabilities. c9c9e8bc-5c8d-4ef9-9999-d0febb3e1b22 3559db79-2947-418f-8438-76a2a2989238 Skills development Ensure Australia has the ICT skills that it requires. _b2b20b05-cbee-499b-923c-5fe8e64f465b 4.2 There is increasing recognition in government and industry of the need to ensure Australia has the ICT skills that it requires. The government will increase the ICT skill level of its employees as part of the process of building agencies’ service delivery capability and maturity. Particular emphasis will be placed on raising the level of information technology literacy amongst executives and senior executives. In addition to ICT-specific skills, including technical interoperability and information architecture expertise, skills will be required ina wide range of areas, such as business processes, project management, and security. Some skills strategies are included here. For example, the ICT investment framework will broaden and deepen the skills base, as will Gateway™. In addition, a systematic process to address recruitment and retention is already being implemented to strengthen skills. AGIMO has partnered with the Australian Public Service Commission (APSC) and other agencies through the Chief Information Officer Committee, to coordinate the newly established working group of the Committee, the ICT Professional and Skills Development Group. In support of skills development, the government will be a leader in using ICT to design and build more efficient and effective work processes, for example enabling greater and better use of telework (that is, working in locations independent of the central employer or contractor, using ICT to facilitate communications). 2d9fc1c2-3450-4dfd-905c-8e3fa2ae514e 6b38c101-4b2f-4470-9349-743f1cd8c119 ICT procurement Develop procurement plans at the agency and whole of government levels, to promote more strategic and targeted decisions about ICT procurement. _d7dc7022-8d8c-4493-bac0-7dd710b857b7 4.3 The government will develop procurement plans at the agency and whole of government levels, to promote more strategic and targeted decisions about ICT procurement. An increased preparedness by agencies to collaborate on ICT procurement and systems will help obtain the best prices and deliver improved efficiency and effectiveness. Industry will also have an important role in improving public sector ICT procurement. In developing its procurement plans, the government will consult fully with industry to draw on private sector expertise. bfc6f33a-01f2-4413-9e28-15316edd9a6b 6398f22d-2307-418d-875c-15bde1448231 APS employee identity management Develop a secure identity management framework for government employees and for its contractors. _0f51b2f4-93f7-4099-92a2-ff9e184f455f 4.4 The government will develop a secure identity management framework for government employees and for its contractors, enabling government to streamline access and better account for its own staff. Government security will be enhanced while making it easier for people to move across organisational boundaries and into new organisational arrangements. 153bc4ee-c33e-477e-83ca-5def30cbd926 eef564dd-fa0b-4cbf-92aa-f8946bbadd40 Enable the legislative framework where necessary Identify, review and remove any legislative barriers to connected government. _da905d16-8779-4c62-a94e-839a918086d6 4.5 The government will identify, review and remove any legislative barriers to connected government. The reasons for such barriers will vary and new ways of overcoming them will be found, for example offering connected services while respecting privacy by enabling people using technology to manage their own privacy. 6b099970-b908-4f06-a362-1e510d11fed8 d3e564c9-d9ec-48ce-8338-61b84e2c1dd2 Use innovative technology The government will continue to be an informed user of new and emerging technologies. _89a3a760-c8d5-4070-8236-0b4e78127f6e 5 Mobile Technology Exploit emerging mobile technology. _d978d1ed-b288-4305-8924-b943e4064888 5.1 Mobile devices are one technology with a sufficient level of maturity and immediate potential application. Close to 75 per cent of people in Australia have a mobile phone or other wireless device, and around the same number have access to personal computers(The Current State of Play (2005) and Information Economy Index (2004), Australian Government, Department of Communications, Information Technology and the Arts).AGIMO will work with government agencies to identify best practice applications of mobile technologies from a whole of government perspective, including areas such as emergency response and law enforcement, education, health care and teleworking opportunities. 510300d7-07ab-4164-8b56-30d70ad52f96 7cc70222-37ab-4e48-99be-e7a02dc9c02b Smart cards Assist Australian Government agencies who want to implement multi‑application smartcard technology and ensure interoperability through agreed standards. _05de8b69-a958-4bad-b3d2-eec9f33e30a4 5.2 The term ‘smart card’ has been used to describe a class of credit card-sized chip devices with varying capabilities such as stored-value cards, contact-less cards and integrated circuit cards (ICC). These differ in functionality, both from each other and from the more familiar magnetic-stripe cards. The ICC (more commonly known as the ‘chip card’ or ‘smart card’) provides a toolbox of enhanced capabilities for functions such as access control, payment, information storage, management tools and multiple applications. Smart card technology will allow people to access multiple government services more securely, either in-person or online, essentially by providing them with their own miniature computer. The Australian Government, through AGIMO, is developing a smart card framework for how government agencies can use smart card technology. The primary objectives are to assist Australian Government agencies who want to implement multi‑application smartcard technology and ensure interoperability through agreed standards. Establishing an interoperable multi-application smart card environment across the Australian public sector requires agencies to support and commit to the following principles: interoperability, open government system framework, open standards, choice and flexibility. The framework will be part of the blueprint for connected government, discussed in section 3.2, and in more detail in Appendix A. The states and territories will be consulted through the Cross Jurisdictional Chief Information Officer Committee of the Online and Communications Council to ensure smart card interoperability across all levels of government. 79033a9b-af77-4026-9b42-40519396e96a c16f7e41-df44-48c0-a5f5-a48924323e8c Innovative Infrastructure Develop existing innovative infrastructure. _03054d74-7bdd-4e9d-b4ff-03ac7f1d7124 5.3 The government will develop and extend its existing substantial investment in innovative technology and infrastructure that supports connected government. For example, FedLink is a system that allows for transactions to be conducted and information exchanged over the Internet in a way that is secure and protects privacy. The government is committed to enhancing this infrastructure through tools such as those that attach and recognise email security classifications. 2331750f-8aff-4c51-b94c-84c79c01540b ce8a858f-48f7-4b2e-bd05-b2ac31d91bee Assess Emerging Technology Assess other emerging innovative technology. _b7e7d36c-c2e9-431b-bd9c-ff0e84d38e49 5.4 The Australian Government will continue to monitor emerging technologies and their implementation within government, such as has already occurred with Voiceover Internet Protocol (VoIP) and natural speech recognition technology. The whole of government opportunities (and risks) these technologies present will be identified, and their potential will be harvested as they move into mainstream practice. The principles that will underpin the government’s approach to technology are:• technology change will be incremental rather than revolutionary, yet the net effect of these increments will enable far-reaching changes for agencies• information technology will become ubiquitous, with mobile connectivity widely available, and intelligence embedded in almost all objects• as the information technology industry becomes increasingly standardised and new technologies become commodities, web services will be a common feature of all business systems, leading to them becoming interoperable• consistent implementation of open standards by agencies will be essential to realise the potential of standardised and commoditised web services• new technologies will need a level of demonstrated maturity for widespread adoption in government• government will continually assess all emerging technologies for their potential whole of government application to electronic service delivery. 493bde35-1794-445b-ac49-06c779f8f6fb 7c2c52a5-c6cd-4c95-8ab7-c174d294a854 Industry Partnerships Partnering with industry. _d5cd4750-0331-42c0-b223-1b458a515fd9 6 The government will maintain an effective dialogue with industry. This will keep industry informed of progress towards the government’s vision for 2010. Government will also draw on industry expertise through a series of regular industry forums, by including industry in public sector forums for departments and agencies, and through industry consultation on procurement plans outlined in section 3.4.3. The government will explore with industry the potential for providing access to government’s common, standardised, modular business processes (discussed insections 3.2 and 3.3.3), so that industry can be better informed of emerging government system and technology requirements. Increasingly, industry will be able to meet the standardised business requirements of government in off-the-shelf product offerings. The government will develop a set of model contracts to replace the existing Government Information Technology Contract (GITC) arrangements. These new model contracts will be developed to apply to a range of information technology procurement circumstances, and will be more targeted than the existing GITC arrangements. The government is also implementing new arrangements to cap liability in the majority of ICT contracts and to encourage commercial use and exploitation of intellectual property(IP) from government procurement. e1f04387-bea2-478d-bd3b-713012139808 75de1919-f337-45f0-b955-17ea6d6f95dc 23debd55-f509-4a5d-994b-9961df57fa81 Managing the vision Manage the vision _8287f1f7-e0d6-4a03-8435-f19644f4c0ae 7 Governance structures Maintain and strengthen existing ICT governance structures. _52ff3101-1ef0-47e6-9cd9-3757b5b68349 7.1 The government will maintain and strengthen its existing ICT governance structures, through which its agencies are able to collaborate in the implementation of this strategy, and participate in joint decision-making. AGIMO has overall coordination responsibility for the use of ICT within government. AGIMO reports to the Special Minister of State. AGIMO is supported by, and supports, the Information Management Strategy Committee (IMSC), the Chief Information Officer Committee (CIOC), the CrossJurisdictional Chief Information Officer Committee (CJCIOC), and the Online and Communications Council (OCC). These whole of government forums have been central to progress to date, and the government remains committed to them. They ensure thatICT-related decisions reflect the impact and benefits across government rather than juston individual agencies, and that there is collaboration with the states and territories onthe implementation of this Australian Government strategy. 1888b518-73aa-4b3c-b9b3-b7b143f95a1f 4bb21543-78af-4f87-af52-7465ca1704c9 International context Work collaboratively with other countries to share experiences in the design and implementation of electronic service delivery, both bilaterally and multilaterally. _21c89316-e7b1-498d-a271-1cd3e63aba8d 7.2 The government is committed to working collaboratively with other countries to share experiences in the design and implementation of electronic service delivery, both bilaterally and multilaterally. Australia is a strong supporter of the e-government project at the Organisation for Economic Cooperation and Development (OECD), and participates in a range of other relevant multilateral forums, including the Asia-Pacific Economic Cooperation (APEC). Australia also nurtures bilateral cooperation with comparable countries whose experiences most closely parallel our own. b46a03dd-2acf-474c-a6b9-1ea143fb52fd 63e70d63-ac84-49a7-be06-78b8add94459 Measuring the impact Measure the impact _907a4b93-a735-42e3-968d-d1d842a7e937 8 Service Delivery Metrics Develop a set of service delivery metrics. _d540963f-bac7-47ac-869f-f0b6207b2d7c 8.1 In implementing its vision, the government will build on previous achievements in measuring and tracking progress. The government will develop service delivery metrics based on the strategic priorities in this strategy, namely: user satisfaction levels, the level of connected government, value for money, improvements in public sector capability. The metrics will be designed to guide progress towards the vision, as well as function as a reporting and accountability tool. 3e164b45-f871-40c6-b515-9cceedb257a7 d85ec701-364d-4a68-85ca-c640ab14bc3a 2006-03-01 2010-12-31 2010-02-08 http://www.agimo.gov.au/__data/assets/pdf_file/0010/51499/e-gov_strategy.pdf Arthur Colman (www.drybridge.com) colman@drybridge.com Submit error.