Go to top of page

Our people

To successfully lead the Government’s digital transformation efforts, our workforce has unique and wide-ranging capabilities. Our people have skills that many service delivery agencies need in a digital future, including:

  • expertise in customer-centred research and design
  • agile delivery methodologies
  • technology design and build
  • systems architecture
  • stakeholder engagement
  • sophisticated procurement approaches.

At 30 June 2020, our agency had 244 APS employees, including part-time and non-ongoing employees (based on headcount). Most of our employees are in our Canberra office (95.1%) with our remaining staff working in our Sydney office.

During 2019–20 our average staffing level was 218.1.

Workforce profile








Non- ongoing


Part- time



















Team DTA

Our agency brings people together from a diverse range of backgrounds with a broad mix of skills and experiences to form one unified ‘Team DTA’.

As Team DTA continues to drive the digital transformation of public services across government, it is important that we have a unifying set of values to guide our day-to-day work practices and behaviours.

Our values and behaviours reflect our strengths and help shape our workplace culture into the future:

  • We strive to make a difference.
  • We work well together.
  • We focus on meeting needs.
  • We are innovative and practical.

These values and behaviours complement the APS Values and Code of Conduct, which set out the standards of behaviour expected of all employees in the APS.

In addition, a comprehensive set of policies and programs are in place to support our people. These include our People Strategy, Diversity and Inclusion Strategy, Reconciliation Action Plan, Disability Action Plan, health and wellbeing initiatives and workforce planning.

Workforce planning

Our workforce planning helps us to build a responsive and agile future agency workforce. We are focusing on aligning our operating environment and workforce, attracting and retaining talent, strengthening partnerships, improving resource management, and implementing strategic workforce planning.

During 2019–20, we concentrated on aligning our operating model and workforce with the evolving priorities of the agency and for the future of work. This included increased internal mobility and external recruitment activity to strengthen our capability and resource management to enable us to achieve our remit.

Throughout the recruitment exercise, we identified critical gaps in areas where roles will be difficult to source, there are long lead times to competency, or specialist skillsets required. To address the gaps and take a systematic organisation-wide approach to our workforce planning, we commenced a role design and capability analysis project with the aim of developing a comprehensive suite of guidance on how we attract, recruit and retain talent.

People Strategy

Our People Strategy explains how we will ensure effective delivery of our goals through staff performance. It covers: our values and behaviours; our environment; recruiting; onboarding; pay and conditions; diversity and wellbeing; performance, conduct and culture; capability development; and leaving DTA.

To attract and retain the right people, we use a variety of strategies including flexible working arrangements, development opportunities to enhance skills and capabilities, a wellbeing program, and competitive remuneration and employment conditions (see page 64).

In 2019–20, we had an ongoing employee turnover rate of 15.9%.

Diversity and inclusion

We are committed to creating an environment where everyone feels welcome, valued and respected and can participate fully at work. To do this, we focus on leadership and culture, awareness and creating a sense of belonging, celebrations through recognised events, and employee diversity networks.

We have a diverse workforce, with 37 (15.2%) of our employees born overseas. In 2019–20, we also had 2 employees (0.8%) who identified as Aboriginal or Torres Strait Islander and 8 employees (3.3%) who identified as having a disability.

Our Diversity and Inclusion Strategy 2019–2021 promotes the ongoing growth of diversity and inclusion of our workforce and embeds this as part of everything we do.

We maintain focus and remain committed to:

  • building a workforce that reflects the diverse communities and groups we serve
  • ensuring we model behaviour that demonstrates acceptance and respect, without prejudice, to allow our people to feel safe and included
  • bringing our people along for the journey, empowering them to actively contribute to changing and growing our workplace
  • facilitating flexible working arrangements and access to reasonable adjustments, enabling our people to find a balance between their work and family or other responsibilities
  • allowing zero tolerance towards bias, discrimination and disrespectful behaviour.

Our diversity champion leads, inspires and promotes a culture of inclusion and collaboration. We ensure our offices are accessible and host an Accessibility Team through our co-Labs function. In addition, our Accessibility and Inclusivity Lead assists staff to ensure services and products being created provide an inclusive user experience. Our employees have access to update their own records. Disclosure is not mandatory, but we encourage everyone to provide this information by communicating the benefits of disclosing diversity status. This information informs our policies, programs and adjustments we can implement to ensure inclusiveness for all our employees.

The National Disability Strategy 2010–2020 is Australia’s overarching framework for disability reform. Progress reports are at dss.gov.au. Disability reporting is included in the Australian Public Service Commission’s State of the Service report and APS Statistical Bulletin, which are at www.apsc.gov.au/

Supporting employees with carer responsibilities

We fully support employees with carer responsibilities. Carer support, which complies with the requirements of the Carer Recognition Act 2010, includes: family-friendly work arrangements such as access to flexible working arrangements and various forms of leave to meet caring responsibilities; the Employee Assistance Program, which provides employees and their immediate family with free access to professional counselling and support; and non-discriminatory definition of immediate family that recognises family members by blood, marriage, traditional kinship, current or former partner or de facto partner, and those in a genuine domestic or household relationship.

Employment arrangements

Our Enterprise Agreement for all non-SES employees has been in place since 20 December 2018. All our SES officers are employed under the terms of individual determinations made under section 24(1) of the Public Service Act 1999, supplemented by a common law contract detailing remuneration. The amount of remuneration our SES officers receive is determined on an individual basis by the CEO in accordance with the SES Remuneration Policy.

Salary range

In 2019–20 salaries for our employees ranged from $47,484 to $366,200 (SES 2).

Salary range by classification, 30 June 2020


Minimum ($)

Maximum ($)

























SES (all Bands)*



* The SES salary range is based on actual salaries of SES employees, at 30 June 2020.

Performance pay and other benefits

We did not pay performance bonuses outside of our DTA Enterprise Agreement 2018–2021 to any employees in 2019–20. We provide employees with a range of non-salary benefits including additional superannuation and salary packaging options.


The categories of officials covered by the disclosures include key management personnel and senior executives, and other highly paid staff.

Remuneration policies, practices and governance arrangements

The CEO’s remuneration is determined by Remuneration Tribunal (Remuneration and Allowances for Holders of Full-time Public Office) Determination.

All other SES staff are covered by Agency Determinations, which are determined by the CEO under subsection 24(1) of the Public Service Act 1999 , in accordance with the Remuneration Tribunal Determination, APS Executive Remuneration Management Policy and DTA’s SES Remuneration Policy. The DTA’s SES Remuneration Policy is designed to promote and foster a culture of high performance, collaboration, innovation and respect through both actions and behaviours and provide a competitive salary for SES employees.

The DTA monitors and evaluates the competitiveness of SES remuneration annually through the results of the APS Remuneration Report.

Governance arrangements for SES remuneration and movements in salary is determined by the CEO during the employee’s annual review process and at the end of the performance cycle each year, as appropriate. See Appendix B: Executive remuneration for more information.

Capability development

We encourage continued learning and the ongoing development of our employees. At the DTA, building capability is about having connected, confident, capable and committed learners who interact effectively and grow individually and together.

To build capability is to grow our organisation through our people – we want to help our people develop the skills they need to succeed in the workplace.

During 2019–20 we held formal development opportunities for staff to strengthen their capability in:

  • security
  • privacy
  • fraud and corruption prevention
  • finance and procurement
  • leadership
  • building resilience
  • influencing stakeholders
  • leading change
  • crucial conversations
  • problem solving
  • strategic thinking.

Additionally, our studies assistance program supported 21 staff.

Workplace health and safety

The health and safety of our workforce is of the utmost importance. Initiatives in 2019–20 to support and manage the health, safety and welfare of our workers included:

  • Mental Health First Aid and Resilience training for staff
  • implementation of a hazard identification register to capture and track remediation of issues requiring attention
  • confidential counselling services to employees and their immediate family members through the Employee Assistance Program
  • in-house workstation assessments with a strengthened approach to reasonable adjustment
  • investment in early intervention support for employees experiencing an illness or injury
  • continued efforts to promote healthy lifestyle, including influenza vaccinations, Steptember and Red Cross Lifeblood challenge
  • extensive communication and support for employees during the Black Summer bushfires and COVID-19 pandemic.

During 2019–20 there were 11 incidents reported with no notifiable incidents to report to Comcare under section 38 of the Work Health and Safety Act 2011 (WHS Act). One worker’s compensation claim was lodged and later withdrawn. No investigations were conducted and no notices were given under Part 10 of the WHS Act.