Sponsoring digitally-enabled transformation in Government: Lessons from sponsors of digitally-enabled transformations in NSW Government

Abstract

Governments have never been asked to do so much - to deliver more, and better, for less. To meet this challenge, all governments must transform their services and their operations. Digital technologies, including AI, can help improve government services by delivering better services and making people's lives easier and more flexible. However, there are significant challenges: legacy systems, budget constraints, and large procurement exercises, protecting data, ensuring cybersecurity, and responsibly deploying AI while considering interoperable systems and delivering sustainable operating models.

As an accountable program or project sponsor, you play a critical role in driving these improvements, navigating the challenges and mitigating the risks. Our role at Digital.NSW is to support you on this journey. That is why we commissioned this work with the John Grill Institute for Project Leadership. Our aim is to provide guidance to government executives like you, who are accountable for sponsorship of a digitally- enabled transformation. The report combines 1) practical advice from executives who have been sponsors, 2) learnings from the Digital Strategy, Investment and Assurance group who have oversight of all large digital- enabled investments in NSW Government, and 3) the latest research from our partner, the John Grill Institute for Project Leadership (University of Sydney).

The frank insights and practical guidance this report provides might surprise you. The recommendations do not require advanced qualifications in digital technologies or seem particularly radical or complicated. Do not let this lull you into a false sense of security. What we have found is that to successfully sponsor digitally- enabled transformation requires a mindset shift from how we have previously implemented projects. These are not just 'IT projects'. They are a new way of delivering government services which require championing change and navigating the complex landscape of cross- agency coordination. We have found it requires collective leadership, not solo superheroes. As well as the steering committee meetings, it requires proactive engagement with vendors and the people impacted by the change. It is not a slavish adherence to process, but a role that requires judgement and discernment, to hold the course but adapting to ensure value is optimised and negative impact is minimised.

The challenges can seem overwhelming, and we are all too familiar with what happens when digital projects fail. However, we can attest that when project sponsors get it right, the prize is incredibly satisfying, not just for them, but also for their consumers and clients and internal and external stakeholders. We hope this report empowers and excites you with the critical role sponsorship plays in delivering innovative solutions and improved service to our customers.