DIGITAL STRATEGY
Recap: The immediate focus for our digital strategy is to build and strengthen
the foundations we will need for our digital future.
Auahatanga | Accelerating Digital
Our purpose is to accelerate our digital capability for a more safe,
efficient and sustainable transport system.
Digitally transformed
• Digital ecosystem with many partners
sharing and using data/capabilities
• Connected virtual transport network
• Data and digital tools provide improved
Digitally enabled
regulatory, transport, safety and climate
•
outcomes.
Digital platforms with easy to use tools for
customers, partners and staff
• Shared data and capabilities for user-
centric services
Strengthen our foundations
• Learning organisation with a continuous
• Simplified and improved digital and
improvement focus.
technology capabilities
• Automation reduces risk and improves
• Modern and engaging ways of working.
effectiveness
• Risks understood and well-managed.
• Best practice functional skills and knowledge
embedded in centres of expertise (design,
transport, architecture).
• Clear accountability for delivery outcomes
• “Smart client” for key vendor relationships
2022 to 2024
2023 to 2025
2025 onwards
1
DIGITAL STRATEGY
Recap: How are we going to win? We are making good progress with delivering the 22/23 priorities
Deliver platforms
Take an ecosystem
Use data to drive
Build for users
Be well-managed
not projects
approach
behavioural change
•
Human-centred design is
•
We have simplified our
•
Our external digital tools
•
We enable enterprise
•
Our platform, security and
embedded into the
architectural landscape
are delivered either
sharing of data and
operating risks are
?
e
development of all user-
and now deliver
directly to users or via
insights for improved
understood and well-
kil
facing systems
common enterprise
partners’ digital
regulatory practice;
managed
k
•
Our digital tools are easy,
platforms rather than
platforms (e.g. AT
personalised messaging
•
We utilise best practice
ool
intuitive and accessible
bespoke solutions for
Mobile)
for safety and carbon
processes and artefacts
for our users
projects
•
We use third party
reduction.
from other organisations
•
Our teams and work
•
Our “build vs buy”
digital capabilities and
as required
good
plans are organised
decisions are based on
data to enhance our
•
We are “Agile First” for
around user outcomes.
re-use, value, flexibility
digital offerings
our project practices.
does
•
We embed automation to
and risk
•
We provide practical
reduce user effort.
•
The technical leadership
support for innovation in
What
for initiatives sits with
our ecosystem through
platform leads, not
open data, regulatory
project leads.
sandboxes and test
roads.
3
•
•
Digital Performance team
2
•
Human-centred design
•
Enterprise Architecture
Digital Hub platform – Phase •
EDW upgrade
/
2
practice and blueprint
1 (incl. digital drivers
•
New geospatial platform
•
Digital risk register /
2
and discovery playbook
0
•
Service Delivery
license)
•
forum
2
and Centre of Expertise
Explore automation
•
Digital Twin platform –
•
Security review and
or
•
Transport Technology
catalogue
capabilities for TOCs
f
Centre of Expertise.
•
Review product owner,
Phase 1
•
Artificial Intelligence/
remediation for critical
esi
systems.
t
•
Te Ao Māori strategy
project manager and
•
Regulatory workbench
Machine Learning proof of
•
Security Upgrade
ori
lens
platform lead roles
platform – Phase 1&2
concept
ri
•
Integration platform
•
Innovation Fund
Programme
P
•
Digital Identity platform.
•
Road test hub.
•
Land Transport Security
programme
•
Digital Ethics policy.
•
Agile ways of working
KEY:
COMPLETE UNDERWAY NOT STARTED
roll-out
4
Building a Te Ao Māori lens for our digital strategy:
We engaged Te Rau Kupenga and Te Amokura consultants to help us with a wānanga to review our progress with the digital strategy and some proposed
initiatives. The meeting also included a number of our Māori staff and rangatahi from Victoria University.
Learning from our kōrero
Examples for Te Aukaha | Digital actions
(priorities are bolded):
To genuinely seek a Te Tiriti o Waitangi partnership we need to address some
1. Diacritical marks (macrons) for the Registers and user-facing channels
foundational issues with trust relating to data usage and storage.
2. Mana ōrete framework for data usage and storage
3. Implement an independent digital ethics framework for AI or machine-
learning initiatives
We need to include a Te Ao Māori lens from the outset with new digital
4. Mandate Māori participants for all human-centred design and user
initiatives, so we can ensure what’s important to mana whenua is included
testing
5. New consumer offerings should have Te Reo options by default
6. Improve Māori representation in our Digital team, including the
leadership team
We should think carefully about opportunities to support Māori values through
7.
Consider opportunities for Digital Hub backlog
specific functions in digital tools e.g. we discussed:
- Tracking of collective progress for RtZ or emissions reduction
- Value of connectivity for alerting about things that may go wrong (e.g. “Alert
Whānau” button about a closed road or a pothole)
Opportunity to engage rangatahi to support broader adoption of digital tools
8. Investigate a community-based “digital champions” programme (FY24
amongst whānau
priority)
Sharing data with iwi (with consent) may present further opportunities (e.g.
9. Investigate legislative and privacy requirements for data sharing as part of
some iwi fund driver license costs)
Digital Hub
5
STRATEGY DEVELOPMENT
Recap: We’ve identified seven core opportunities and four digital enablers:
Transport Network Digital Twin*
Consumer Hub*
Business Hub*
Regulatory and Customer
Workbench
Make it easy to plan, design and
Make it easy for business users
Make it easy to regulate and
maintain the system
Make it easy for users to self-serve
and partners to self-serve
comply
Utilise
Digital Model(s), IoT and
One-stop-shop for
users to
enter,
s
One-stop-shop for
orgs and
Connect users, licenses and
ei
GIS for urban & spatial design,
participate and exit the system
ti
partners to
enter, participate and
vehicles for a
unified view for staff
n
scenario planning, asset
(digital driver licences, payments,
exit the system (payments,
to enable automated work-flow,
ut
management and
investment
personalised actions).
r
requests, correspondence).
and
risk-based regulation.
o
planning.
p
1
1
2
3
1
2
1
2
2
3
4
4
p
O
s
s
Portfolio Workbench
Virtual Reality Training
NEW Data and Automation
ine
s
Bu
Make it easy to manage portfolio
Make it easy to develop safe
Use digital and data tools to
re
outcomes
driving skills
improve Agency outcomes
Co
Manage and track risk and
Virtual reality simulations and
Internet Of Things, image capture
benefits for programmes/projects
gamification for developing safe
and automation for improved
against the portfolio. Leverage
BIM
driving skills and road safety.
regulatory and safety outcomes
and Digital Engineering for large
(e.g. AI detection of high risk
delivery and collaboration.
4
vehicles)
1
4
1
4
*Discovery complete
Simplify our processes
Enhance our Ways of Working
Simplify and strengthen our tech
Improve our data capability
s
foundations
r
el
b
a
Standardise, and automate
n
Leverage modern
fit-for-purpose
Improving our ability to use
data
E
processes across the organisation
Rationalise our ~2,000
delivery methods for projects.
through
analytics and AI, enabling
for
consistency and timely
applications to
fewer, modern
Support innovation through
safe
monitoring and management of
decisions. Take a ‘
Digital First’
integrated platforms.
digital environments.
system performance and evaluating
Digital
mindset to processes.
our strategic progress.
4
4
4
3
4
Environmentally
Effectively and Efficiently
KEY:
1
Safe
2
3
4
Meeting current and future needs
6
sustainable
moving people and freight
Update on progress with Consumer Hub
What is the Consumer Hub?
Progress to date
Designed for users of Aotearoa New Zealand’s transport network, the Hub provides
We have completed
detailed customer discovery work to uncover customer
secure personalised digital services through either a Waka Kotahi branded app or via
needs and pain points by speaking to a range of customers from all over New
partner digital services (e.g. Auckland Transport’s My AT).
Zealand. User feedback is very positive.
The Hub provides a single view of all
• Technical feasibility and discovery continues
interactions with Waka Kotahi. This includes:
with development of key functions initially
focussed on
Show My Driver License Details
o
Digital driver license and license status
and
View All My Vehicles Details:
o
Demerit point details
• Consultation is underway to ensure
o
Vehicle holdings, registration and WoF
compliance with the Privacy Act
details
o
Carbon footprint information and carbon
•
Issues under management:
reduction offers
o
Safety and road rules education
o
Legislative requirements (Land
Transport Act and Privacy Act) are quite
o
Payments (tolling, safety cameras,
National Ticketing, RUC)
restrictive. We are working to ensure
we can comply with legislation and still
Benefits:
provide a useful customer experience;
o
Reduced calls/emails to contact centre
o
Improved regulatory compliance for
o
Funding – the Hub offers benefits
users
across a number of funding pools. We
o
Reduction in paper and postal costs
are working with Finance to meet the
funding requirements needed for 2H23
o
Re-usable digital asset for
(~$4m)
communication with New Zealanders
for safety and carbon reduction.
• Refer to next slide for indicative delivery
schedule – we are aiming for an internal pilot
before end of the financial year.
7
