Go to top of page

Chief Executive Officer’s review

Digital is transforming our world. The DTA helps Australia keep pace by leading the transformation of digital government services.

Positioning government for a digital future is not without challenges. Technology is rapidly evolving, skills are scarce, and public expectations are increasing. Digital transformation requires seamless services, common platforms, and effective management of delivery risks across government. This tests traditional ways of working, including governance and collaboration models, and blurs the lines between agencies and jurisdictions.

The DTA has met these challenges head on. In 2018–19, we delivered to make digital services better and more customer-focused.

We delivered the Digital Transformation Strategy, which presents a bold vision for government digital transformation out to 2025. The priorities are government that is easy to deal with, informed by people, and fit for the digital age. We also delivered whole-of-government hosting and platforms strategies, which provide a defined approach to hosting arrangements for Australian Government agencies, and guidance on managing and developing digital platforms.

An important element of achieving digital transformation is taking a life event approach to delivering government services. We have now mapped 12 life events. We have identified 10 common pain points and related opportunities to collaborate across agencies and jurisdictions. This year we collaborated with three jurisdictions on the life events of birth of a child, looking for work, and end of life.

This type of cross-government collaboration is supported by the Australian Digital Council (now called the Australian Data and Digital Council), which was established in September 2018. This ministerial forum has enabled the DTA to build momentum across Australia on life events, digital identity and national standards.

To further support collaboration, we launched co-Lab innovation hubs in Sydney and Canberra in 2018–19. The co-Labs enable government teams to come together in an immersive environment to work on ideas, build digital skills and improve service design and delivery.

We also continued to build digital capability within the Australian Public Service (APS). More than 800 government employees took part in training and other capability building initiatives during the year. Participants ranged from senior executives and data specialists to new cadets and apprentices. We also continued to strongly support the Women in IT Executive Mentoring program and our coaching circles.

To improve government’s digital and ICT sourcing arrangements, we negotiated whole-of-government deals with IBM and Amazon Web Services this year. There are now five whole-of-government agreements and eight digital and ICT panels in place. These deliver better value for money for agencies sourcing common services, such as cloud. We also made it simpler and faster for the private sector to sell to government. More than 1,000 opportunities were published on the Digital Marketplace, with small to medium enterprises (SMEs) receiving 71 per cent of the $500 million in contracts awarded in 2018–19.

Digital Identity continued to be a high priority program in 2018–19. We worked closely with partner agencies and accredited two identity service providers—myGovID (Australian Taxation Office) and Digital iD (Australia Post)—against the Trusted Digital Identity Framework. We also accredited the Exchange (built by Services Australia), which sits between the digital service and the identity provider to protect users’ privacy and guide them through the process of choosing an identity provider. In June 2019, after significant user testing, the myGovID iOS smartphone application was released into the public app store. By the end of 2018–19, there had been 11,785 downloads and 6,676 digital identities created.

Throughout the year we provided advice and oversight for major digital and ICT investments. We advised 18 agencies on new digital and ICT proposals and worked with 34 agencies on existing projects and new initiatives.

I am proud of what the DTA achieved in 2018–19. While our operating environment continued to be challenging, we matured our processes and improved the way we manage risk and performance outcomes as well as the needs of our workforce. Importantly, we demonstrated strong delivery performance.

We developed a clear set of values and behaviours that encapsulate who we are, how we work and what is important to us. I’m pleased to say our 2019 APS Employee Census results improved across almost every indicator, moving the DTA from well below to well above the APS average. I thank every member of the DTA for their contributions throughout the year.

Looking ahead, we are excited about our move to work alongside Services Australia in the Social Services Portfolio. We look forward to continuing to make digital services simple, smart and user-focused.

Randall Brugeaud
Chief Executive Officer
Digital Transformation Agency