Corporate Plan 2023–24
This DTA Corporate Plan 2023–24 covers the period 2023–24 to 2026–27, as required under paragraph 35 (1)(b) of the Public Governance, Performance and Accountability Act 2013 (PGPA Act).
Foreword from the Chief Executive Officer
Data and digital are inextricably linked to the delivery of government services and the increasing pace of government transformation. Exciting new technologies like Chat GPT are not just emerging, they are forcing their way into commonplace use. And, as we saw with the COVID-19 pandemic, innovative use of data and technology is enabling faster, better informed, and truly collaborative responses to critical issues. Data and digital are fundamentally changing the way governments capture and analyse insights to predict needs, solve complex problems, increase productivity, and improve user experience for public good.
However, recent developments have emphasised how critically important it is for this inevitable transformation to be done right. It is vital to ensure the Australian Public Service (APS) uses data and technology appropriately and provides expert, independent advice on digital delivery. The extremely rapid evolution of technologies like generative artificial intelligence (AI) creates an urgent need for guidance on how the Australian Government considers and assesses the risks involved in their use.
Digital transformation is complex, so the DTA oversees the whole-of-government digital and information and communications technology (ICT) investment portfolio to help ensure the right investments are made at the right time. Our Investment Oversight Framework is providing a way for government to manage digital investments from early planning through to project delivery and realisation of benefits. This is enabled by our work managing whole-of-government digital and ICT procurements, working to further improve the sourcing process and support better procurement outcomes across government, including the delivery of a new marketplace in 2024.
Our expanding government digital ecosystem is struggling under its own weight to be responsive, secure, sustainable, and affordable. At the same time, service delivery must keep pace with rapidly accelerating cycles of technology advancements and ever-increasing public expectations. Crucially, this is where the preferences of people and businesses become more important than the structure of government departments. It’s also when strategies around use of data, digital government, cyber security, and government service delivery converge.
So, while we have come a long way in Digital Government, we must keep improving and evolving the way government services are delivered – to deliver simple, secure, and connected public services for people and business through world class data and digital capabilities. The DTA is uniquely positioned to play a lead role achieving this vision.
Our challenge is to encourage innovation to realise the full benefits of data and digital, while also ensuring its safe and appropriate use. There is an urgent need to rethink how the administration operates in a digital age, builds the right talent pipelines, and experiments in a safe and responsible way.
We are leading the Australian Government’s consolidated focus on data and digital, working with the Department of Finance to co-deliver the Data and Digital Government Strategy and Implementation Plan. We are partnering with the Department of Industry, Science and Resources to co-design and deliver a whole-of-government approach to managing and using AI. In both cases, our work has been informed by significant consultation efforts.
Our advice is informed by our work across the APS, state, territory and international governments, industry, academia, and users of government services. In turn, our work with stakeholders and partners is changing the way government thinks of, invests in, and uses data and digital. The shift will see digital considered as more of an asset than an expense, with less one-off, billion-dollar digital initiatives and more, smaller investments that provide a greater range of services and solutions to more people, as well as more effective use of the insights available from overseeing and analysing the government’s digital portfolio.
The DTA also operates as an initiator or ‘incubator’. We work with partners to create the necessary foundations for digital transformation, developed to the point they can be transitioned to the areas of government best placed for ongoing delivery. Examples include preparing Digital Identity for economy-wide application, and initial work on hardening government ICT and cyber security. As part of our role advising on maturing the government’s data and digital capabilities, we regularly guide, support, monitor and evaluate progress.
We will continue to work diligently across government and industry to be the trusted advisor on data, digital and ICT matters and investment decisions. We will also continue to reinforce the essential building blocks of digital transformation, providing an informed picture of current digital capability and capacity, and mapping future needs using best practices from across Australia and around the world.
I’m pleased to present our corporate plan, which builds on our achievements in these areas and sets the direction for the year ahead as we pursue the ambition of Australia becoming a world leader in digital government.
Chris Fechner, Chief Executive Officer
Digital Transformation Agency
Statement of preparation
I, Chris Fechner, as the accountable authority of the Digital Transformation Agency (DTA), present the 2023–24 DTA corporate plan, which covers the period 2023–24 to 2026–27, as required under paragraph 35 (1)(b) of the Public Governance, Performance and Accountability Act 2013 (PGPA Act).
Chris Fechner
Chief Executive Officer
18 August 2023
Purpose
To provide digital and ICT strategy and policy leadership, investment advice, strategic sourcing, and delivery oversight to drive the government’s digital transformation and deliver benefits to all Australians.
Vision
The Australian Government will deliver simple, secure, and connected public services for all people and business through world class data and digital capabilities.
Mission
To be the trusted advisor to the Australian Government and Commonwealth entities on digital and ICT matters and investment decisions.
Strategic objectives
- Lead Government's digital transformation strategy through our co-delivery of the Data and Digital Government Strategy and Implementation Plan, as well as leadership in policy design, strategy, advice and alignment to whole-of-government architecture.
- Oversee the short, medium, and long-term whole-of-government digital and ICT investment portfolio.
- Manage whole-of-government digital and ICT strategic sourcing and contracts.
- Be a valued employer with the expertise to achieve our purpose.
Operating context
Delivering simple, secure, and connected public services through world class data and digital capabilities means going beyond having simple online services and investing in cutting-edge technology: the people and businesses that engage with government also expect these services to be secure and capable of anticipating their future needs.
Environment
We are responsible for stewarding the government through the rapidly changing and complex data and digital environment. Fast-paced technological change is challenging the way we work and engage across society and government – creating constant opportunities to rethink how decisions about digital and ICT investment are made, and how government services are designed and delivered. Digital disruption, increased demand and the global pandemic have seen a significant shift towards digital as Australians’ preferred, but not exclusive, way of accessing services. This environment has changed the face of modern government and the nature of the way government operates as a digitally enabled enterprise.
However, challenges remain. We need to increase collaboration to across the APS and provide advice based on a consolidated view of policy, planning and delivery of data, digital and cyber across various government agencies. Similarly, we need to improve digital service delivery by reducing inconsistencies in customer service channels and increasing investment in interoperability and reuse of digital capabilities as standards across government.
Ongoing reforms to the public service and broader fiscal challenges place a premium on the government’s ability to more effectively plan, prioritise and deliver digital transformation in the most cost-effective way. The path forward requires leadership and high levels of coordination and collaboration across government and industry. It requires alignment with an overarching investment framework from early planning through to initiative delivery and realisation of planned benefits, underpinned by a clear digital government architecture that links strategies, policies, standards, and guidance.
The DTA is committed to strategic investments to make digital services simple, secure, and connected, and that focus on building capabilities that support everyone – from those delivering government services to the individuals, businesses and communities using those services. In doing this, we will increase rigour of digital investment oversight to maximise value while reducing risk and waste.
Capability
We are an Executive Agency within the Finance Portfolio. Our people have expertise and skills in:
- overarching governance, strategy, policy, standards and guidance for government digital and ICT investment and service delivery
- whole-of-government digital and ICT enterprise architecture
- whole-of-government digital and ICT investment portfolio planning, prioritisation, contestability, and assurance
- whole-of-government digital and ICT sourcing and contracts
- discovering, framing, establishing, and transitioning new digital and ICT initiatives for government
- enabling services to support a responsive, capable agency.
Through our workforce planning and development, we are building an agency that can adapt to the challenges, risks, and opportunities in our current and future operating environments through use of emerging technologies, contemporary approaches, and broad collaboration to achieve our purpose.
Values and behaviour
Our values and corresponding behaviours reflect our mandate as a trusted adviser to government. They underpin and guide our day-to-day work practices across all facets of the way we work – within the DTA and across the APS:
- Collaboration – we work together to achieve goals
- Respect – we make everyone feel safe, supported and included.
- Transparency – we build trust through being authentic and honest.
- Future focused – we use our expertise to support the government’s digital agenda.
- Excellence – we strive for excellence in all we do.
Diversity and inclusion
The DTA believes it is crucial to have a diverse and inclusive workplace that reflects the range of people, locations, communities, cultures, and diversity groups we serve.
We are committed to building and maintaining an inclusive working environment based on trust, mutual respect and understanding.
We want everyone, regardless of who they are, what they do for the DTA, or where they are located, to feel equally involved in, and supported in, all areas of the workplace.
Our diversity and inclusion strategy focuses on leadership and culture, awareness and creating a sense of belonging, celebrations through recognised events, and our diversity network. Our Executive Diversity Champion plays a visible leadership role across the DTA to work with staff to create a valued, respected, and diverse culture.
We ensure our offices are accessible and offer reasonable adjustments as required.
The DTA is a member of the Diversity Council Australia, the Australian Network on Disability and Pride in Diversity, and we have special access to diversity and inclusion resources.
Risk oversight and management
Our work practices and regular, open, and transparent communication with stakeholders enables us to quickly identify, understand and respond to emerging risks.
We manage risk in line with the AS/NZS 31000:2018 risk management standard and have implemented the guidance to comply with the Commonwealth Risk Management Policy (RMG 211) to support the requirement of section 16 in the PGPA Act.
Risk management is part of the DTA’s Management Framework. To achieve our strategic objectives, we identify and assess our strategic risks, and apply treatments as required, as summarised in the following table.
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STRATEGIC OBJECTIVE |
STRATEGIC RISKS |
MITIGATING STRATEGIES |
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1. Lead government’s digital transformation strategy through our co-delivery of the Data and Digital Government Strategy and Implementation Plan, as well as leadership in policy design, strategy, advice and alignment to whole-of-government architecture. |
The DTA fails to overtly deliver the government’s priorities and the DTA’s mandate due to lack of resources, poor communication with key stakeholders or ineffective coordination across government. |
Adequately resourced team, informed by relevant evidence base, to support government with the development of an ambitious, inclusive, and deliverable whole-of-government digital strategy, implementation program, and performance measures. |
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2. Oversee the short, medium and long- term whole-of- government digital and ICT investment portfolio. |
The work of the DTA is not seen as relevant in delivering effective digital and ICT investment for the government under the Investment Oversight Framework (IOF). The DTA fails to provide effective and efficient enabling services to assist the agency in achieving our strategic purpose and priorities. |
Formal and informal stakeholder engagement including forums such as the Secretaries' Digital and Data Committee. Continual engagement with and education of agencies on the 6 states of the IOF: strategic planning; prioritisation; contestability; assurance; sourcing; and operations (real world use). Identification and implementation of improved DTA operating model and ways of working. Clear advice through the policy development process on the readiness of digital proposals to deliver the intended outcomes for government. |
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3. Manage whole-of- government digital and ICT strategic sourcing and contracts. |
The BuyICT platform and/or whole-of-government agreements are not seen as delivering value for government buyers and sellers |
Streamlining the procurement process to make it as quick and easy as it can be for both buyers and sellers. Leveraging the buying power across government to try get the best pricing or discounts available. Pre-negotiating terms and contracting templates to help buyers and sellers get the right protections in place. Continually engaging with users to refine functionality and enhance the user experience. |
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4. Be a valued employer with the expertise to achieve our purpose. |
The DTA does not have a sustainable funding and resource model to fully meet its mandate in the short, medium, or long-term. |
Up-to-date Workforce Plan, Attraction and Retention Strategy, Flexible and remote working policy, Change program, agency digital and ICT planning, and Ways of Working initiative. Enhanced financial management, internal forecasting, and reporting capabilities to manage short-term funding pressures. However, longer-term financial sustainability remains a significant risk. The DTA continues to review and prioritise the delivery of functions and activities in line with available financial resources. |
Cooperation
We work most closely with Australian Government agencies.
We also work with state, territory and international governments, advisory and oversight bodies as well as industry and academia, and people who provide or use government services.
We cooperate effectively with our stakeholders across government and industry to understand the operating environment, identify challenges and opportunities for improvement, and provide trusted advice to government.
We use the Investment Oversight Framework and the DTA’s Management Framework to communicate and collaborate both internally and with our external partners – clearly setting expectations for the direction of digital government. As an agency that coordinates but does not deliver digital government transformation, the DTA must be an exemplar in working with and through other parties.
Performance
The DTA is responsible for leading and linking the overarching direction for digital strategy, policy, and services, while being independent of its delivery. This means the benefits (impact) are often delivered by other agencies. The DTA’s performance measures are therefore intended to assess our agency’s contribution to the impact, rather than assess the impact itself.
We are continuing to develop our performance measures as we mature as an agency. Performance measures 1.1, 1.2, 2.1 and 2.5 are under review as we re-evaluate how best to assess performance and set targets in these areas.
Strategic objective 1
Lead government’s digital transformation strategy through our co-delivery of the Data and Digital Government Strategy and Implementation Plan, as well as leadership in policy design, strategy, advice and alignment to whole-of-government architecture.
Key activities
- Provide strategic and policy leadership on data and digital government through whole-of-government and shared ICT planning, investments, and digital service delivery.
- Develop, deliver, monitor, and support alignment with whole-of-government architecture, strategies, policies and standards for digital and ICT investments and sourcing.
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PERFORMANCE MEASURES |
TARGETS |
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1.1 The Australian Government Architecture is a decision-making and policy framework that helps agencies develop scalable, secure and resilient digital capabilities. Methodology: Delivery and ongoing iterative updates to the Australian Government Architecture; use of/alignment with Australian Government Architecture; stakeholder feedback; case study examples. |
The DTA will establish baseline indicators in 2023–24. Measures of success will evolve with each iteration of the Australian Government Architecture. |
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1.2 Stakeholders and partners receive high quality and timely advice on whole-of-government strategies, policies and standards for digital and ICT investments. Methodology: Stakeholder feedback on whether DTA advice is accurate, complete, reliable, relevant and timely; use of/alignment with advice; case study examples. |
The DTA will set targets for the forward year. |
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1.3 Local and international digital government maturity and performance rankings. Methodology: Digital government rankings. |
Maintain or improve on benchmark. |
Strategic objective 2
Oversee the short, medium, and long-term whole-of-government digital and ICT investment portfolio.
Key activities
- Manage strategic coordination and oversight functions for digital and ICT investments across the project lifecycle, including providing advice on whole-of-government reuse opportunities.
- Provide advice to the Minister on digital and ICT investment proposals and lead new digital proposals as directed by the Minister.
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PERFORMANCE MEASURES |
TARGETS 2023–24 to 2026–27 |
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2.1 Quality and timeliness of strategic planning advice to define digital and ICT investment portfolio, its future objectives and capability gaps. Methodology: Stakeholder feedback; examples of identifying direction, gaps, risk, duplication and future objectives. |
The DTA will set targets for the forward year. |
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2.2 Quality and timeliness of prioritisation advice on investments to deliver on government’s digital and ICT objectives. Methodology: Stakeholder feedback; examples of advice and analysis provided on investment pipeline; development of multi-year integrated digital investment plan and investment overview on outcomes. |
100% of new digital investments identified by the DTA as in-scope for the Digital and ICT Investment Oversight Framework’s investment prioritisation process are prioritised with timely advice provided to government. |
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2.3 Quality and timeliness of contestability advice to ensure digital and ICT investment proposals are robust and meet whole-of-government digital standards prior to government consideration. Methodology: Review of DTA data; stakeholder feedback. |
100% of digital investment proposals identified by the DTA as in-scope of the Digital and ICT Investment Oversight Framework are reviewed within Budget timelines. 100% of digital investment proposals identified by the DTA as in-scope of the Digital and ICT Investment Oversight Framework are contested through the Digital Capability Assessment Process. Average rating of at least 8/10 for the DTA’s communication around the Digital Capability Assessment Process and the requirements on Commonwealth agencies. |
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PERFORMANCE MEASURES |
TARGETS 2023–24 to 2026–27 |
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2.4 Quality and timeliness of delivery assurance advice that investments are on-track to deliver expected benefits. Methodology: Review of DTA data. |
100% of new digital investments in the reporting period/current year as identified by the DTA as in-scope for the Digital and ICT Investment Oversight Framework have an agreed assurance plan in place [measured by value]. 100% of in-scope digital projects (tier 1, 2 and 3) have an agreed assurance plan in place [measured by value]. |
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2.5 Alignment of whole-of-government digital platforms, technologies and services with Australian Government Architecture. Methodology: Review and examples of alignment; reduced costs and duplication; user feedback. |
The DTA will establish a baseline indicator in 2023–24 year. Measures of success will be increased application of, and alignment to the Australian Government Architecture. |
Strategic objective 3
Manage whole-of-government digital and ICT strategic sourcing and contracts.
Key activities
- Manage whole-of-government digital sourcing and purchasing to simplify processes for government agencies and industry, reduce costs, increase speed, and generate reuse opportunities.
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PERFORMANCE MEASURES |
TARGETS 2023–24 to 2026–27 |
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3.1 Management of whole-of-government digital strategic sourcing, contracts and purchasing arrangements and systems. Methodology: Stakeholder feedback; availability and use of arrangements and systems, alignment with Australian Government Architecture and Reuse Policy. |
Up-to-date digital procurement arrangements that meet government agencies needs with at least one new or renewed whole-of-government arrangement put in place that delivers improved value. Whole-of-government digital procurement arrangements comply, where relevant, to the Australian Government Architecture and Reuse Policy. Centrally managed DTA whole-of-government contracts are reported on AusTender. BuyICT platform including the Reuse Catalogue is available to buyers and sellers 99.5% of the time. The Customer Service Desk for digital procurement is available from 8.30am to 5.00pm Australian Eastern Standard Time (Australian Capital Territory business days). |
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3.2 Value for money digital and ICT procurements. Methodology: Examples of value for money procurement savings and efficiencies; use of arrangements. |
Savings and efficiencies for whole-of-government procurement arrangements are considered when they are created or refreshed. Consistent or better usage of arrangements annually. Where possible whole-of-government and panel arrangements demonstrate value for money. |
Strategic objective 4
Be a valued employer with the expertise to achieve our purpose.
Key activities
- Forecast and manage required workforce, capabilities, and resources.
- Support the DTA to pursue our strategic objectives.
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PERFORMANCE MEASURES |
TARGETS 2023–24 to 2026–27 |
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4.1 Ability of DTA staff to support strategic objectives. Methodology: Review of DTA human resources data; results of APS employee census; examples of supporting strategic objectives (e.g. website updates/refresh to improve the DTA’s communication with agencies and public; improved processes to support assurance function; automation of processes to free up staff for more critical analysis of digital and ICT capability and planning). |
Maintenance of, or increase in, staff satisfaction and wellbeing annually. Reduction in harassment, bullying and discrimination scores. 80% APS engagement score. 100% of development plans agreed. |
Table of requirements
The corporate plan has been prepared in accordance with the requirements of:
- subsection 35(1) of the PGPA Act
- subsection 16E(2) of the PGPA Rule 2014.
The table details the requirements met by the DTA’s corporate plan and the page reference(s) for each requirement.
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REQUIREMENTS |
PAGE(S) |
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Introduction
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3 |
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Purpose |
3 |
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Key activities |
9-13 |
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Operating context
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4-8 |
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Performance
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8-13 |