Getting on with Government 2.0 - Department of Finance and ...

strong leadership and coordination. 129
The functions of the lead agency should be to:
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provide leadership and act as a catalyst and exemplar of Government 2.0 to sustain the
momentum of these reforms across the APS
develop and maintain policies, guidance, education and support to assist decision makers
to extend and improve the quality of online engagement, in conjunction with other relevant
agencies
work with agencies to develop and implement agency plans relating to online engagement
and the use of online tools and platforms
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develop and maintain a toolkit to facilitate agencies’ access to a menu of Government 2.0
tools and platforms
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capture and share agencies’ learning about Government 2.0 through networks of practice
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recognise and reward outstanding practice and innovation in Government 2.0
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develop and report to government on the social and economic benefits of Government 2.0, in
particular the value of published PSI
position and embed Government 2.0 principles in the broader public sector reform initiatives
undertaken by government.
Managing a successful and timely transition to a Government 2.0 culture has APS-wide
implications. Experience in other jurisdictions has shown that strong political support driven by
the leadership of a central agency is a common element of success in managing the required
transition to Government 2.0. Thus the lead agency should be a central government agency with
sufficient authority across the APS to ensure APS-wide commitment to necessary changes. The
taskforce considers that the lead agency should come from within either the Prime Minister and
Cabinet (PM&C) or Finance and Deregulation (Finance) portfolios.
The taskforce considered but rejected the proposed OIC as an appropriate candidate for the
role of lead agency. The OIC’s remit currently has only partial coverage of Government 2.0 and
is primarily an audit and compliance function. To use the words of the Waller Report, the lead
agency’s role is that of advocate and coach. The taskforce agrees with the Waller Report that
the lead agency and the OIC have strongly complementary roles, but they are distinct and best
served by separate agencies.
The work program of the lead agency should be developed with and supported by a
Government 2.0 steering group, in consultation with relevant agencies.
129 As noted in the Heuris Partners Project 13 Report:
Gov 2.0 is not at bottom about technology or even ubiquitous access and use of public sector information. It is
about a fundamentally different way of approaching much of the business of government. As such, it is highly
desirable that one agency/executive carries ultimate accountability and one with the skill sets and leverage
required to prosecute successfully and embed the change agenda across the APS.
Government 2.0 Taskforce Project 13, Government 2.0 Governance and Institutions: Embedding the 2.0 agenda
in the APS by Heuris Partners, p. 23, http://gov2.net.au/project/project-13.
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Engage: <strong>Getting</strong> on with Government 2.0 | report of the government 2.0 taskforce