Small and agile
We are a small, agile executive agency. To achieve our purpose of accelerating digital transformation of government we collaborate with multiple partners across government and industry to encourage investment in digital services, improve the user experience and improve return on ICT and digital investment.
The pace of digital change requires us to have the right-sized governance, appropriate for our small agency and our fast-paced operating environment.
Our approach ensures that we are adequately governed to meet our public accountabilities, and enables us to work in an agile way—forming multidisciplinary teams with partners, responding quickly to change, making small, fast improvements and delivering continuously as we learn through testing with users.
Senior leadership team
In 2017–18 our senior leadership team comprised our:
- CEO, Randall Brugeaud
- Chief Digital Officer, Peter Alexander
- Chief Investment and Advisory Officer, Lesley Seebeck
- Chief Procurement Officer, Anthony Vlasic
- Chief People Officer, Jo Cantle
- Chief Finance Officer, GP de Wet
- Chief Communications Officer, Genine Johnson.
Randall Brugeaud | CEO
Randall was Acting CEO for two months during 2017–18 and returned to our agency to take on the CEO role permanently after the departure of our former CEO, Gavin Slater, at the end of June.
Before his appointment, Randall spent almost 30 years working in a range of public and private sector roles with a focus on transformation, most recently as Deputy Australian Statistician and Chief Operating Officer at the Australian Bureau of Statistics.
As CEO, Randall is responsible for leading our agency to ensure we deliver on the promise of digital transformation in government and in accordance with our agency’s establishing order and the PGPA Act.
Peter Alexander | Chief Digital Officer
Peter joined the DTA in late-2016. He has extensive experience in Australian Government delivering policy, services, change programs, government collaboration, financial management, security and corporate management including as the Chief Information Officer at the Treasury and a senior executive in the Department of Finance.
Responsibilities include platforms, partnerships, Australian Public Service capability uplift and whole-of-government Digital/ ICT graduate program, and performance dashboards.
Lesley Seebeck | Chief Investment and Advisory Officer
Lesley joined the DTA in mid-2017. She has broad experience across strategy, ICT and transformation sectors including in cyber security, strategic planning and delivery within complex, multidisciplinary environments spanning government, industry and academia.
Responsibilities include the Digital Investment Management Office, advice on proposed ICT and digital projects, cyber security and critical infrastructure.
Anthony Vlasic | Chief Procurement Officer
Anthony joined the DTA in late-2017. He has more than 20 years’ experience working in a range of predominantly private sector roles in financial services and consulting, including experience in strategy, transformation, program delivery, sourcing and technology.
Responsibilities include strategic sourcing, digital sourcing and sourcing development, Digital Marketplace and ICT procurement.
Jo Cantle | Chief People Officer
Jo joined the DTA in late-2016. She has over 25 years’ experience in the public and private sectors working across a range of functions including human resources, banking and finance, project delivery, change management and communications.
Responsibilities include people strategy, people operations and people projects, and the negotiation of the DTA enterprise agreement.
GP de Wet | Chief Finance Officer
GP joined the DTA in late-2016. He has worked across a number of Commonwealth agencies in a range of corporate finance roles over the past 10 years, and previously worked in the private sector in both Australia and abroad.
Responsibilities include financial management, property, security and agency IT.
Genine Johnson | Chief Communications Officer
Genine joined the DTA in late 2016. She is a communications and media strategist with more than 20 years’ experience in communications, media and engagement roles in various Commonwealth and state government agencies.
Responsibilities include internal communications, external communications and engagement.
Our corporate governance framework includes:
- business planning
- risk and fraud management
- audit and assurance activities
- Accountable Authority Instructions (issued by the CEO)
- policies and guidelines.
Our system of governance and accountability for public resources is shaped by the Public Governance, Performance and Accountability Act 2013 (PGPA Act), and associated legislative instruments.
During 2017–18 we had two formal governance committees:
- Executive Group
- Audit Committee.
Our Executive Group is our agency’s key governance body, determining strategic direction and monitoring and managing the overall performance of the organisation.
Our Executive Group comprises our senior leadership team. Our Executive Group is supported by several informal committees that meet regularly to resolve operational issues and provide advice on strategic issues.
The Audit Committee reviews and gives independent advice and assurance to the CEO about the appropriateness of our agency’s financial and performance reporting and systems of risk oversight, risk management and internal control.
The committee comprises an independent chair, two independent members and a Senior Executive Service (SES) officer from our agency as an internal member. The Audit Committee is directly accountable to our CEO.
In 2017–18 our agency’s Internal Audit function assisted the Audit Committee to deliver an internal audit program using a contracted audit provider.
We also updated our Internal Audit Charter to ensure it continues to reflect leading practice as well as supporting improvements in our agency.
During the year we completed and tabled with the Audit Committee an audit of Agency Performance Reporting. We also began work on internal audits into Stakeholder Engagement and Financial Processes, to be delivered in early 2018–19.
Corporate planning and reporting
We have a framework of policies supported by Accountable Authority Instructions that assure we comply with legislative requirements, and expectations of probity, accountability and transparency.
Our Corporate Plan is our overarching planning document. We identify organisational priorities in our Corporate Plan and report on our agency performance in Chapter 02 Annual performance statement.
Our Executive Group oversees our corporate planning and monitoring of organisational risks.
Risk management is a key enabler to manage the effect of uncertainty on our business objectives. Many of our delivery approaches, such as agile and iterative development, help to contain risk and respond quickly to changes in the surrounding environment or feedback.
We take a risk-based approach to treat sources of risk that may have a negative impact on our ability to deliver our priorities, while remaining open to positive risks and opportunities that support our objectives.
During 2017–18 we began refreshing our Risk Management Framework and Policy to reflect the changes to our agency since its establishment. This framework articulates our risk appetite and behaviours and covers the systems, structures, policies, processes, people and practices that have a risk oversight or management role. The framework is supported by an Enterprise Risk Management Plan.
The framework and plan are informed and supported by project and program risk assessments and other assurance activities that identify and treat risks across our agency.
Throughout 2018–19 we will continue to develop, implement and improve risk systems and processes and integrate them into business processes and performance monitoring.
Risk management underpins our corporate planning, and is also supported by our Fraud and Corruption Control Plan and internal and external assurance processes.
Fraud prevention and control
In accordance with the PGPA Act, we have conducted fraud risk assessments and prepared a fraud control plan, to minimise the incidence of fraud through appropriate fraud prevention, detection, investigation and reporting mechanisms.
Our fraud control plan provides the basis for managing fraud for the Executive Group, management and individuals. It includes:
- potential internal and external fraud risks
- fraud prevention and detection mechanisms
- investigation, reporting, recording and response strategies for fraudulent activities.
No instances of fraud were identified during the year.
Our employees are obliged to adhere to standards of integrity and behaviour governed by the APS legislative, regulatory and ethical framework. Our accountability for performance, financial probity and ethical behaviour is aligned with the APS Values and Code of Conduct, set out in the Public Service Act 1999.