Annual Report 2016–17: 5. Appendices

On this page you'll find all the appendices to our annual report for 2016–17.

A: Order to establish the DTA

Order to establish the DTA

Caption: Order to establish the DTA

B: Agency performance statement

DTA Annual Performance Statement 2016–17

Statement of preparation

I, Gavin Slater, as the accountable authority of the Digital Transformation Agency, present the 2016–17 annual performance statement of the Digital Transformation Agency, as required under paragraph 39(1)(a) of the Public Governance, Performance and Accountability Act 2013 (PGPA Act).

In my opinion, these annual performance statements are based on properly maintained records, accurately reflect the performance of the entity, and comply with subsection 39(2) of the PGPA Act.

Gavin Slater CEO signature

Gavin Slater
Chief Executive Officer

2017–2020 Corporate Plan purpose

We constantly refresh and build upon our knowledge so we can lead and guide.

Over the next four years we will work with departments and agencies, not independently of them, to develop solutions together, which can then be shared across the rest of government.

This collaborative approach also helps us transfer skills and expertise, ideas and experience, and connects government to government, building greater capability across the Australian Public Service.

We bring to our role a unique set of capabilities. We are focused on user-centred design, use agile methodologies, have strong technology skills as well as assurance capabilities.

We are not responsible for every ICT and digital project underway in government, but we can help departments and agencies who are accountable to create and deliver their products effectively.

Outcome

The relevant outcome is included in the Portfolio Budget Statements 2016–17 Budget Related Paper No. 1.14. The Portfolio Additional Estimate Statements 2016–17 acknowledges the Order to Rename the Digital Transformation Office to the Digital Transformation Agency on 27 October 2016.

Outcome 1: To improve the user experience for all Australians accessing government information and services by leading the design, development and continual enhancement of whole-of-government service delivery policies and standards, platforms and joined- up services.

Performance results – Digital Transformation Agency

The Digital Transformation Agency performance statement is prepared according to the single outcome in the Portfolio Budget Statements 2016–17 and the Portfolio Additional Estimate Statements 2016–17.

The DTA’s Corporate Plan was released in March 2017 and the measurement of the strategies outlined in that plan are currently being implemented. The agency identified five key priorities in the Corporate Plan and progress against each is as follows.

Criterion 1. Set ICT and digital vision and drive its achievement

Target

Deliver ICT and digital strategies that support the government’s transformation agenda and are put in place and taken up by departments and agencies.

Develop and/or deliver ICT and digital platforms that are successfully used across government.

Advise government on progress in delivering its digital transformation agenda and roadmap.

Source

2017–2020 Corporate Plan

Result

Partial achievement.

The initial Digital Transformation Roadmap was published in December 2016, and will be iteratively updated and expanded throughout 2017–18. Over time, the roadmap will be used to identify key priority areas, and measure the rate of change in digital maturity and service expansion.

The whole-of-government ICT strategy and the Digital Transformation Roadmap continue to evolve as the DTA partners with Commonwealth agencies to deliver programs and products.

The DTA led work on digital platforms, including for digital identity, and developed proposals for the testing and delivery of Tell Us Once, Notifications, Payments In and Federated Data Exchange platforms.
Criterion 2. Support government transformation through policy, product delivery, program management and capability

Target

Prioritise and assess areas for reform and develop strategies to drive activity
towards them.

Source

2017–20 Corporate Plan

Result

Achieved.

During 2016 to 2017, the DTA transitioned to an expanded remit that included policy responsibility for ICT Procurement. This mandate provides the DTA with the lead role for driving ICT procurement reforms and delivering better value for money from ICT spend for agencies and departments across the Commonwealth.

Achievements reported for the year ending 30 June 2017 include whole-of-government ICT coordinated arrangements that met the government’s objectives, through:

  • establishment of the whole-of-government Telecommunication Services Panel in December 2016
  • refresh of the Cloud Services Panel, which concluded in December 2016, resulting in the addition of 80 new suppliers to the panel as of 30 June 2017
  • providing more opportunities for small-medium enterprises to gain access
    to whole-of-government panels
  • the management of ten ICT coordinated procurement arrangements in accordance with appropriate contract management plans the conduct of two tender processes within expected timeframes and budgets
  • ongoing, complex negotiations with IBM and SAP to establish new coordinated procurement arrangements to achieve better value for money outcomes for the Commonwealth.

Result

Achieved.

The Performance Dashboard, built by the DTO and DTA, promotes transparency
and helps drive the ongoing improvement of government services for all Australians.
In the initial rollout in 2016–17:

  • seven dashboards were published to dashboard.gov.au
  • one agency published cost per transaction information
  • six agencies are working on applying cost per transaction methodology.

In 2017–18, the DTA will continue to work with agencies and departments to increase the number of digital services reporting and expects to see more government performance information made available through dashboard.gov.au.

Result

Achieved.

To ensure all agencies are delivering digital solutions that are simple, clear and fast, the DTA produced the Digital Service Standard, a 13-step guide for agencies. Since May 2016, the standard has been mandatory for new or redeveloped public-facing services. Training on how to apply the standard has been provided to more than 1000 Australian Public Service staff in 2016–17.

Result

Achieved.

The take-up in participating Commonwealth entities in the ICT Capability Program
has increased. The benchmarks are:

  • 70 per cent of students annually accepted for the ICT entry-level programs remaining in government after one year, and
  • 50 per cent remaining after two years.

In 2016–17, these benchmarks were well-exceeded:

  • 93 per cent of students accepted for the ICT Apprenticeship Program remained in the Australian Government after one year. Of the continuing students 94 per cent remained after two years
  • 94 per cent of students accepted for the ICT Cadetship Program remained in
    the Australian Government after one year. Of the continuing students 95 per cent remained after two years
  • 95 per cent of students accepted for the ICT Graduate program remained
    in the APS after one year.

Target

Deliver DTA specific products that aim to solve entrenched whole-of-government problems (i.e. procurement for small players, authentication, etc.)

Source

2017–20 Corporate Plan

Result

Achieved

The Digital Marketplace opened in August 2016, providing opportunities for small and medium enterprises to compete for government work in an environment that is appropriate for smaller-scale, innovative procurements. In 2016–17:

  • there were 485 digital sellers on the Digital Marketplace competing for business from the 590 registered government buyers
  • a total of 190 opportunities have been posted on the Digital Marketplace
  • contracts to the value of $25.8 million were reported to AusTender,
    with 82% by value awarded to SMEs.
Criterion 3. Improve ICT and digital investment governance

Target

We will have an investment framework for ICT and digital investment that is more strategic, coordinated and rigorous.

We will provide increased transparency of the government’s ICT and digital products, their costs, risks and implementation progress.

We will provide transparency of the benefits of ICT and digital project investment
to both government and the community.

Source

2017–20 Corporate Plan

Result

Achieved.

In 2016–17, the DTA established the Digital Investment Management Office, to improve how agencies initiate, plan and deliver digital and ICT investments across government, including two key functions, the Portfolio Management Office and the Digital Investment Office.

The Portfolio Management Office identifies risks, clarifies benefits, monitors initiatives and provides oversight to increase the probability that the government’s digital and ICT investments are successful.

The Digital Investment Office provides advice to government on future ICT investments. The office engages early with agencies that are bringing forward new proposals to be considered by the government, to ensure they align with the government’s agenda and priorities.

The Digital Investment Management Office’s advice and actions help the government modernise and maintain critical infrastructure, make the right investments in the right way, to produce the right benefits.

As at 30 June 2017, the Digital Investment Management Office had prepared
11 Gold Briefs for government at a value of over $1.6 billion.

As at 30 June 2017, the Digital Investment Management Office data collection
had identified 55 projects with a value of over $10 million.
Criterion 4. Build productive relationships between the Australian Government, state and local governments, overseas governments and industry

Target

All government agencies will have a clear understanding of the DTA’s role.

Specialist cross-disciplinary teams working within the DTA and/or across government to successfully deliver on partner products in other agencies.

We engage with departments and agencies at all levels to support the government’s digital transformation agenda.

Source

2017–20 Corporate Plan

Result

Partial achievement.

The DTA proactively engages with agencies, state/territory and local governments, industry and international organisations and governments to encourage best practice of digital service delivery and share information about successful digital transformation efforts.

The DTA partnered with the DHS to successfully deliver myGov 2.0, a major platform re-design to address user needs and known customer pain points. myGov 2.0 delivered simplified content, improved accessibility and better responsiveness across mobile devices. The DTA contributed a specialist cross-disciplinary team of user researchers, content designers, interaction designers and agile development skills to the project, while the DHS contributed programmers, testers and other technical resources.

The DTA coordinates three whole of government communities of practice in content design, service design and portfolio, program and project management. These communities collaborate to solve problems and explore best practice. They are open to anyone in local, state/territory and commonwealth government.
Criterion 5. Develop an effective, well-managed, and capable DTA

Target

The DTA is respected, highly skilled (across many areas) and can attract,
grow and retain talented people.

The DTA has effective governance and accountability arrangements that are
‘light on red tape’.

The DTA’s leaders build capability and promote the organisation’s culture.

Source

2017–20 Corporate Plan

Result

Partial achievement.

The DTA continues to attract staff that are innovative, flexible, curious and digitally savvy. Staff are highly valued as they work together across the Sydney and Canberra offices to respond to the government’s vision for digital transformation.

The DTA upholds the APS values and works to ensure governance and accountability for public resources in the DTA in accordance with the PGPA Act and associated legislative instruments.

DTA staff are ably supported through day-to-day operations by the following
core functions:

  • Communications
  • People Services
  • Finance
  • Business Services
  • Ministerial, Parliamentary, Risk, Audit and Governance

In 2017–18, the DTA will focus on implementing a performance management framework and commence enterprise bargaining activities.

Performance results – Digital Transformation Office

The former Digital Transformation Office contained the following performance criteria and targets in the 2016–17 Portfolio Budget Statements. The Digital Transformation Office was operational for the period 1 July 2016 – 27 October 2016. The results below reflect this period.

Criterion: Simpler and clearer government services and information for users and consolidation of the government’s web estate

Target

Deliver a public beta of GOV.AU

Source

2016–17 Portfolio Budget Statements

2017–20 Corporate Plan — not applicable

Result

Not delivered. The program ceased in 2016–17. Work done for GOV.AU is being re-used for the development of a whole-of-government content strategy and a design system of reusable design components, including code, that can be used by agencies.
Criterion: Transformation of agency digital services in delivery hubs and public reporting against KPIs on a performance dashboard

Target

Services meeting the Digital Service Standard will deliver improved user satisfaction, increased digital take-up, higher completion rates and/or reduced cost per transaction.

Source

2016–17 Portfolio Budget Statements

2017–20 Corporate Plan — not applicable

Result

The Performance Dashboard, built by the DTO and DTA, promotes transparency
and helps drive the ongoing improvement of government services for all Australians. In the initial rollout in 2016–17:

  • seven dashboards were published to dashboard.gov.au
  • one agency published cost per transaction information
  • six agencies are working on applying cost per transaction methodology.

In 2017–18, the DTA will continue to work with agencies and departments to increase the number of digital services reporting and expects to see more government performance information made available through dashboard.gov.au.
Criterion: Greater access to government contracts for businesses and support for government to become better digital and technology buyers

Target

Deliver an alpha and public beta of the Digital Marketplace.

Source

2016–17 Portfolio Budget Statements

2017–20 Corporate Plan

Result

The Digital Marketplace opened in August 2016, providing opportunities for small and medium enterprises to compete for government work in an environment that is appropriate for smaller-scale, innovative procurements. In 2016–17:

  • there were 485 digital sellers on the Digital Marketplace competing for business from the 590 registered government buyers
  • a total of 190 opportunities have been posted on the Digital Marketplace
  • contracts to the value of $25.8 million were reported to AusTender, with 82% by value awarded to SMEs.
Criterion: Easier approach for users to prove their identity online when using government services

Target

Deliver a trusted Digital Identity Framework

Deliver an Identity alpha

Source

2016–17 Portfolio Budget Statements

2017–20 Corporate Plan — not applicable

Result

Not delivered by the DTO

Analysis

Over 2016 to 2017, the change from the Digital Transformation Office to the Digital Transformation Agency occurred with the Administrative Arrangement Order on 
27 October 2016.

During this year of change, the DTA continued to work to establish the framework 
to deliver on the government’s ICT transformation agenda including:

  • the digital transformation roadmap, ICT and digital strategies supporting the governments transformation agenda
  • driving ICT procurement reforms and delivering better value for money from 
    ICT spend for agencies and departments across the Commonwealth
  • increasing the number of digital services that report on government performance information through dashboard.gov.au
  • the Digital Marketplace that provides opportunities for small and medium enterprises to compete for government work
  • working in collaboration with departments and agencies to improve online services such as myGov
  • building ICT capability within the DTA and across the APS.

The agency continues to build its organisational capability in technology, design, delivery, strategy and policy.

C: Publications and speeches

List of content published on the DTA website (2016–17 Financial Year)

D: Environmental performance

The DTA is developing an environmental policy statement, which will support the principles of sustainable development in accordance with the Environment Protection and Biodiversity Conservation Act 1999 (EPBC Act), section 516A. The DTA’s day-to-day operations continue to look for practical ways to reduce its impact on the environment in the areas of energy efficiency and waste reduction. These include:

  • supporting the use of electronic solutions to reduce our footprint, such as video-conferencing, fast tracking use of the Cabinet Plus platform
  • minimising waste by recycling all printer toner cartridges
  • purchasing carbon neutral and 100 per cent recycled resources from 
    sustainable suppliers
  • providing recycling bins and using recycled products and materials where practical
  • reducing power consumption, by having lights automatically dim in workplaces following periods of inactivity.

E: Information Publication Scheme

The DTA publishes a range of information in accordance with the Information Publication Scheme, including requests under the Freedom of Information Act 1982. Details are available at the DTA website www.dta.gov.au/who-we-are/corporate/freedom-of-information/.

F: Glossary

Accessibility
Making digital services easy to use for people with disability. Criterion 9 of the Digital Service Standard specifies that services must be accessible to all users regardless of their ability and environment.
Agile
Approach to digital service design and delivery used by the DTA
Alpha
Stage 2 of the digital service design and delivery process used by the DTA
APS
Australian Public Service
APS Act
Public Service Act 1999
B2B
Business to business
Beta
Stage 3 of the digital service design and delivery process
CEO
Chief Executive Officer
Cloud
Internet storage and access to data and programs
Communities of practice
Groups in which people from similar fields across government can exchange ideas, collaborate on best practice, showcase ongoing work and solve common problems together.
Discovery
First stage of the digital service design and delivery process
DSS
Digital Service Standard
DTA
Digital Transformation Agency (since 27 October 2016)
DTO
Digital Transformation Office (prior to October 2016)
EPBC Act
Environment Protection and Biodiversity Conservation Act 1999
Exemplar
A bench-mark or model service, worthy of imitation
Guild
Groups of individuals with common interests
ICT
Information and communications technology
KPI
Key performance indicator – a measurable value that demonstrates how effectively an organisation is meeting its objectives.
Live
Fourth and final stage of the digital service design and delivery process used by the DTA
Open source
Software whose original source code is made freely available and may be redistributed and modified by anyone. Criterion 8 in the Digital Service Standard requires teams to make all new source code open by default.
PGPA Act
Public Governance, Performance and Accountability Act 2013
SES
Senior Executive Service
SMEs
Small and medium enterprises
User needs
Discovered by researching why users need a product or service and how they need to access it.
WCAG
Accessibility policy for Australian government digital services is aligned with an international standard, the Web Content Accessibility Guidelines version 2.0 (WCAG 2.0).

G: List of requirements

Requirement

Part

Letter of transmittal

Letter of transmittal

Table of contents

Table of contents

Index

Not applicable

Glossary

Part 5 Appendix F

Internet home page address and Internet address for report

Inside front cover

Chief Executive Officer’s review

  

Review by accountable authority

Part 1 Agency overview

Summary of significant issues and developments

Part 1 Agency overview

Overview of department’s performance and financial results

Letter of transmittal, Part 4 Financial

Outlook for following year

Part 1 Agency overview

Departmental Overview

Role and functions

Part 2 Agency performance

Organisational structure

Part 1 Organisation structure

Outcome and program structure

Part 2 Agency performance

Purposes

Part 5 Appendices A and B

Portfolio structure

Not applicable

Where outcome and program structures differ from Portfolio Budget Statements, Portfolio Additional Estimates Statements or other portfolio statements accompanying any other additional appropriation bills (other portfolio statements), details of variation and reasons for change

Part 2 Agency performance, Part 5 Appendices A and B

Annual performance statements in accordance with paragraph 39(1)(b) of the Public Governance, Performance and Accountability Act 2013 (PGPA Act)

Part 2 Agency performance, Part 5 Appendix B

Report on financial performance

Discussion and analysis of the department’s financial performance

Part 4 Financial

Agency resource statement and summary resource tables by outcomes

Part 4 Financial

Discussion of any significant changes in financial results from the prior year, from budget or anticipated to have a significant impact on future operations.

Part 4 Financial

Management and accountability

Information on compliance with section 10 of the PGPA Act (fraud systems)

Letter of transmittal, Part 3 Management and Accountability

Certification by accountable authority that fraud risk assessments and fraud control plans have been prepared

Letter of transmittal, Part 3 Management and Accountability

Certification by accountable authority that appropriate mechanisms for preventing, detecting incidents of, investigating or otherwise dealing with, and recording or reporting fraud that meet the specific needs of the entity are in place

Letter of transmittal, Part 3 Management and Accountability

Certification by accountable authority that all reasonable measures have been taken to deal appropriately with fraud relating to the entity

Letter of transmittal, Part 3 Management and Accountability

Statement of the main corporate governance practices in place

Part 3 Management and Accountability

A statement of significant issues reported to the minister under paragraph 19(1)(e) of the PGPA Act that relates to non-compliance with the finance law and action taken to remedy non-compliance

Part 3 Management and Accountability

External scrutiny

Significant developments in external scrutiny

Part 3 Management and Accountability

Judicial decisions and decisions of administrative tribunals and by the Australian Information Commissioner

Part 3 Management and Accountability

Reports by the Auditor-General, a Parliamentary Committee, the Commonwealth Ombudsman or an agency capability review

Part 3 Management and Accountability

Assessment of effectiveness in managing and developing human resources to achieve departmental objectives

Part 3 Management and Accountability

Statistics on staffing

  

Enterprise or collective agreements, individual flexibility arrangements, Australian workplace agreements, common law contracts and determinations under subsection 24(1) of the Public Service Act 1999

Part 3 Management and Accountability

Numbers of Senior Executive Services (SES) and non-SES employees covered by agreements

Part 3 Management and Accountability

Salary ranges available for Australian Public Service employees by classification

Part 3 Management and Accountability

Non-salary benefits provided to employees

Part 3 Management and Accountability

Information on aggregate amounts of performance pay at each classification level

Part 3 Management and Accountability

Information on the average amount of performance payment, and range of such payments at each classification level

Part 3 Management and Accountability

Information on aggregate amount of performance payments

Part 3 Management and Accountability

Assets management

Assessment of effectiveness of assets management

Not applicable

Purchasing

Assessment of performance against the Commonwealth Procurement Rules

Part 4 Financial

Consultants

A summary statement detailing the number of new contracts engaging consultants entered into during the period, the total actual expenditure on all new consultancy contracts entered into during the period (inclusive of GST), the number of ongoing consultancy contracts that were entered into during a previous reporting period, and the total actual expenditure in the reporting year on the ongoing consultancy contracts (inclusive of GST)

Part 4 Financial

Prescribed statement on numbers and value of new and ongoing contracts

Part 4 Financial

A summary of policies and procedures for selecting and engaging consultants, and the main purposes for which consultants were engaged

Part 4 Financial

Prescribed statement noting that information on contracts and consultancies is available through the AusTender website

Part 4 Financial

Australian National Audit Office access clauses

Absence of provisions in contracts allowing access by the Auditor-General

Part 4 Financial

Exempt contracts

Contracts exempted from publication on AusTender

Part 4 Financial

Small business

Prescribed statement on support for small business participation

Part 4 Financial

Procurement practices to support small and medium enterprises

Part 4 Financial

Prescribed statement of recognition for small business by material entities

Part 4 Financial

Financial Statements

Financial Statements

Part 4 Financial

Other mandatory information

Advertising and Market Research (Section 311A of the Commonwealth Electoral Act 1918) and statement on advertising campaigns

Part 4 Financial

Statement on grants

Not applicable

Outline of the mechanisms of disability reporting

Part 3 Management and Accountability

Reference to web address of Information Publication Scheme statement

Part 5 Appendix E

Correction of material errors in previous annual report

Not applicable

Work health and safety (Schedule 2, Part 4 of the Work Health and Safety Act 2011)

Part 3 Management and Accountability

Ecologically sustainable development and environmental performance (section 516A of the Environment Protection and Biodiversity Conservation Act 1999)

Part 5 Appendix D

Compliance with obligations under the Carer Recognition Act 2010

Part 3 Management and Accountability

Get in touch

If you have any questions you can send an email to info@dta.gov.au or call 02 6120 8707.