Accelerating Digital Service Innovation through Whole of Government Digital Platforms
Alberto Degli Esposti, Chief Technology Officer, Office of Digital Government, Department of Premier and Cabinet WA
Whole-of-government digital platforms as shared state assets
WA is moving towards treating digital infrastructure—like the Identity Gateway, ServiceWA app, and WA.gov.au—as shared assets in the same way roads or hospitals are. By providing common platforms across agencies, government reduces duplication, lowers costs, and creates a consistent, simpler experience for citizens accessing services.Practical case studies show the impact of shared platforms
Examples like the WA Police firearms licensing portal, the Learn&Log app for learner drivers, and major programs such as the Student Assistance Payment demonstrate how digital assets improve efficiency, reduce manual workloads, cut processing costs, and deliver faster, more reliable outcomes for citizens. Feedback has been overwhelmingly positive, with satisfaction ratings close to 100 percent.Agencies are encouraged to leverage existing platforms for innovation
The Office of Digital Government has a catalogue of state digital assets ready for integration. Agencies can adopt these tools to accelerate service delivery, reduce risks such as identity data storage, and meet citizen expectations for seamless, fast, and secure digital interactions. The call to action is clear: collaborate and build on existing shared assets rather than starting from scratch.
Enabling Citizens and Businesses Through a Whole-of-Government Approach
Alberto Degli Esposti, Chief Technology Officer, Office of Digital Government, Department of Premier and Cabinet WA
Karine Suares, Manager, Digital Industries Facilitation, Industry Development Division, Department of Energy and Economic Diversification
Trust in digital government comes from value, security and transparency
Citizens will embrace digital services if they clearly deliver value, are secure, and communicate in plain, respectful language. Building trust means going beyond compliance to show transparency, protect personal data, and design accessible, inclusive experiences for all communities.Overcoming risk aversion through agile and collaborative approaches
A major barrier to digital progress in government is risk aversion and a tendency to aim for “perfect” solutions. Panelists argued for adopting agile, iterative methods (the “skateboard to car” model) and for breaking down silos through cross-agency collaboration, ensuring services evolve quickly while meeting citizen needs.Collaboration and clear communication are key enablers
Successful whole-of-government initiatives depend on agencies sharing platforms, experiences, and lessons across jurisdictions. Internally, leaders need arguments framed in plain language and tangible examples (not technical jargon) to build support. Externally, partnerships with peers across states and globally help WA leverage proven solutions rather than reinventing them.
Transforming Patient Care for WA | A Look at The Role of Digital Health in Improving Healthcare Outcomes for Regional, Rural, and City Based Patients
Demogene Smith, Chief Information Officer, South Metropolitan Health Service
Digital health is about solving real problems, not chasing shiny tools
Technology in healthcare must start with patient outcomes—like the discharge notification system that reduced readmissions by 15% by linking hospitals and GPs. The lesson is clear: define the problem, bring together clinicians and technologists, and use what you already have to create practical, patient-focused solutions.Strong foundations enable better care anywhere
A secure, stable digital platform (from reliable hospital Wi-Fi to integrated systems) is essential for safe, modern healthcare. Combined with digitally capable staff and thoughtful strategy, these foundations enable equitable care across city, rural and remote WA, overcoming the tyranny of distance through telehealth, mobility, and real-time data sharing.Digital health delivers measurable outcomes and requires cultural change
Evidence from digital vs non-digital services shows reduced costs, fewer hospital-acquired complications, lower infection rates, and shorter wait lists. But to sustain these gains, health services must invest in digital leadership, avoid treating IT as just “utilities,” and create safe environments for clinicians and innovators to experiment, iterate, and scale what works.
Driving ICT Transformation to Enable Digital Innovations
Sean Halligan, Chief Technology Officer, Department of Justice
Sue Wilson, Chief Information Officer, Department of Communities
Fiona Bishop, Chief Information Officer, University of Western Australia
Creating a culture of innovation requires space and leadership at every level
Innovation in government ICT isn’t just about tools—it’s about mindset. Leaders need to create time and forums for staff to think strategically, share ideas, and learn from partners and citizens. This culture must be encouraged across all levels, not just directed from the top, with investment and credibility built by acting on good ideas.Strategic planning and sustainability are critical for digital transformation
Too often, projects focus on delivery without long-term maintenance or ongoing investment. Both speakers stressed the importance of embedding lifecycle costs, reviews, and maturity models into business cases so solutions remain relevant, scalable, and avoid becoming “cul-de-sacs.” Treasury, agencies, and IT leaders all need shared accountability for sustained outcomes.AI offers major potential, but guardrails and trust are essential
Injustice, AI can support tasks like call transcription for incident monitoring, while in Communities it can boost productivity by automating documentation and reducing administrative burdens. The opportunity is clear—but success depends on strong governance, clear guardrails, and ensuring outputs are accurate, ethical, and genuinely enable staff to focus on higher-value work.
Sharing the Reality of Connectivity and Accessibility to Digital Technologies in Regional and Rural WA
Sarah McCall, A/ Project Manager, Regional Telecommunications Industry and Economic Development, Department of Primary Industries and Regional Development
Adam Edwards, Director Digital Strategy and Governance, Office of Digital Government, Department of Premier and Cabinet WA
Connectivity in regional WA remains a complex challenge
While metro areas continue to benefit from upgrades like fibre-to-the-premise, only about a quarter of WA has terrestrial connectivity. Regional and remote communities still rely on patchy mobile coverage, fixed wireless, and increasingly satellite services like Starlink—highlighting the persistent digital divide.Affordability and access matter as much as infrastructure
Even where connectivity exists, cost is a major barrier. Some communities prioritise internet access over essentials like food, showing how critical digital access has become. Innovative programs such as free community Wi-Fi for First Nations communities have seen usage surge, proving that affordable, accessible services directly drive inclusion.Collaboration and resilience are key to sustainable solutions
The state co-invests with federal programs to deliver mobile black spot upgrades, resilience measures (like backup power), and community Wi-Fi. But challenges remain—slow approvals, land access issues, and reliance on private telcos’ investment cycles. WA is now also exploring a whole-of-government radio network to strengthen public safety communications.
Insights from a Digital Transformation Advisor
Michelle Simpson, Strategic Technology Advisor, Office of Digital Government, Department of Premier and Cabinet WA
Strong business cases are essential for success
Many troubled projects stemmed from unclear or rushed business cases. Agencies need to clearly articulate the problem being solved, expected benefits, costings grounded in evidence, and alignment with business needs. Involving both IT and business stakeholders early, and drawing on templates and advice from Digital Government and Treasury, sets projects up for funding approval and delivery success.Delivery pitfalls are recurring and avoidable
Common issues include underestimating procurement timelines, lacking experienced project delivery capability, and failing to invest in proper change management. Projects also suffer when reporting is not transparent—“watermelon projects” that look green outside but red inside erode trust. A consistent methodology (like PRINCE2) and an honest, collaborative culture help agencies deliver more reliably.Legacy technology and poor data quality are major blockers
Many projects stumble because they try to build on outdated systems or underestimate the complexity of migrating and cleaning data. Without addressing these foundations, even the best solutions risk failure. New frameworks such as the ICT Application Modernisation Framework and Benefits Realisation Framework are available to help agencies assess their environments, plan realistic pathways, and avoid repeating past mistakes.
Looking into WA’s Digital Transformation Adoption and Maturity | What’s Working and What’s Not?
Demogene Smith, Chief Information Officer, South Metropolitan Health Service
Miriam Sanchez, Blanco Chief Technology Officer (CTO), City of Stirling
Digital inclusion goes beyond connectivity
True equity in WA requires addressing affordability, digital literacy, and inclusive design—not just access to infrastructure. Many people cannot afford devices or data, lack ID documents, or struggle with literacy and language, which means services remain out of reach despite technical availability.Human-centred, co-designed approaches deliver better outcomes
Agencies like Horizon Power and WA Police showed that solutions work best when co-created with communities, designed in language, and tested with lived experience. Starting with the human problem, rather than the shiny technology, avoids costly rework and ensures services are usable for all citizens.Inclusion benefits everyone, not just marginalised groups
Efforts to improve accessibility for Aboriginal communities, migrants, or seniors also remove barriers for small businesses, low-literacy users, and the broader public. Building inclusion principles into every project from the start increases adoption, strengthens trust, and ultimately saves government money through avoided inefficiencies and rework.
Bridging the Gap: Advancing Digital Equity and Inclusion in Western Australia
Louisa Frome, Senior Manager Marketing & Insights, Horizon Power
Chantal Adams, Executive Director Corporate and Organisational Services, North Regional TAFE WA
Michelle Otterman, Principal Policy Officer, Office of Digital Government, Department of Premier and Cabinet WA
Digital maturity in WA is uneven and often misunderstood
Agencies measure and interpret maturity differently, with some rating themselves highly despite reliance on paper-based processes. True maturity requires not just digital tools, but consistent frameworks, cross-agency collaboration, and shared platforms that reduce duplication and enable reuse of solutions across state and local government.Legacy systems and culture remain major barriers
Old, fragile systems and fragmented data limit the ability to scale innovation, while cultural resistance to change slows progress. Technology must be viewed as inseparable from business, with leaders fostering trust, clear governance, and guardrails so agencies can modernise safely while addressing “tech debt” before layering on new tools like AI.Collaboration and shared capability are critical to moving forward
Local governments, often resource-constrained but highly innovative, show the power of sharing solutions and knowledge. Extending communities of practice, common platforms, and joint cyber and data initiatives across all tiers of government would accelerate maturity, reduce costs, and better serve citizens who interact with multiple agencies throughout their life journeys.
