Corporate Plan 2017-21
Last updated: 11 Sep 2025
This page shows our Corporate Plan 2017–21.
On
CEO's statement
In 2016, the Australian Government set out its digital transformation agenda. The agenda is focused on delivering better and more accessible digital services to individuals and businesses.
Responsibility for realising the digital transformation agenda is owned by all agencies who are accountable for delivering services to individuals and businesses.
For digital transformation across government to work, we need successful coordination and collaboration between the Digital Transformation Agency (DTA) and other agencies.
I am committed to a DTA that performs effectively and meets the expectations of government, government agencies, industry stakeholders and the public.
I have established a performance reporting framework to make sure that we are able to identify and address performance issues, and meet the requirements of the Public Governance Performance and Accountability Act (PGPA Act).
As the accountable authority for the DTA, I am pleased to present a variation to our 2017–18 Corporate Plan. This varied Corporate Plan covers the period 2017–18 to 2020–21, as required under paragraph 35 (1)(b) of the PGPA Act.
Gavin Slater — Chief Executive Officer
Environment
Australians are more mobile, more connected and more reliant on technology than ever before. People expect services to be online.
Our user research has consistently shown that people want to interact with government as a whole, and not with individual agencies.
It’s our role to work in partnership with government agencies to improve how we buy and deliver digital services.
There are a number of environmental factors that influence how we work and how successful we are.
User expectations
People expect government services to be as easy to access, simple to use and as reliable as services provided by the private sector. They want the flexibility to access services through the channel that suits them.
These expectations are increasing as a gap in quality between government and non-government services widens. We need to work with agencies to reduce this gap for users.
Return on investment
In August 2017, the ICT Procurement Taskforce Report was released. To implement these recommendations, we are working across agencies to transform how government manages its ICT procurement by implementing a series of reforms.
The government’s spend on ICT is substantial — spending about $6 billion on ICT goods and services every year.
A more coordinated and collaborative approach to investment can deliver efficiencies and value for money — with opportunities to build platforms that can be reused across government.
Coordination and strategic oversight will improve risk identification, mitigation and ensure products deliver real benefits to users.
Service and innovative technology
The complexity of policy and regulation directly impacts service delivery and innovation. It is important to design services that reflect user needs, and apply smart, efficient technologies to reduce the gap between government and non-government services. These innovative ways of working can help to address previously unsolvable problems.
Collaboration between agencies and with industry can help to focus services around real-life events, rather than government structures to better meet user needs.
Improved data collection and analytics will also help to improve services.
APS capability
Skilled staff are crucial to delivering effective digital services. But, as technology advances, so do the kinds of skills and capabilities that are needed to transform services.
To keep up with user expectations, government agencies need to:
- attract, retain and develop staff with specialist digital skills
- improve the digital literacy of senior leaders
- make sure existing staff have access to the tools and resources they need to deliver better digital services.
Highly skilled digital teams can design the best digital experiences for users and champion the adoption of digital service delivery.
An Australian Public Service that is innovative, curious and digitally savvy will help the government to transform digital services.
Design and delivery process
The mandated Digital Service Standard includes a four-step service design and delivery process. This helps teams to learn fast, create services that meet users’ needs and to save money.
We also support agencies across government to use this process in the design and delivery of their own services. The four steps are:
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Discovery
The broader service landscape is mapped, the needs of users are researched, and the policy intent and technology constraints are understood.
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Alpha
Teams test hypotheses by building prototypes in code to explore different ways to meet user needs.
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Beta
Agencies define a minimum viable product from the successful prototype in Alpha and build this as an accessible and secure service. The prototype is trialled alongside the existing service and user feedback is collected. ‘Private beta’ is a trial with select group of users. ‘Public beta’ is a trial with the public.
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Live
The platform is available for use by users. The service team continue to improve the service based on user feedback.
Our purpose and priorities
We are committed to improving the user experience of government services by working with other agencies and putting users at the centre of government service delivery.
Purpose statement
We accelerate the digital transformation of government by:
- encouraging investment in digital services
- helping to transform the user experience for people and businesses
- improving the return on ICT and digital investment.
Priorities
We have five priorities to help us achieve our purpose. Our deliverables map to these priorities.
Develop a digital transformation roadmap
The roadmap will allow the government to identify and fund the digital transformation initiatives that will have the greatest impact on user experiences.
Most digital services are designed to address the needs of a single portfolio or agency, but for many people, they will have to contact many different agencies to get one thing done.
By tracking user journeys across government, we can assess what digital initiatives to invest in to improve users experience of government.
Deliverables:
- digital transformation priorities
- digital transformation roadmap
- digital content and rationalisation strategy
Deliver and improve digital platforms
A digital platform is a system that multiple agencies can use to deliver services to users. By reusing and sharing digital platforms, agencies can reduce duplication of effort and assets.
This approach will save money, improve the experience of government services and increase familiarity with government digital systems.
Deliverables:
- Digital Identity
- myGov
- Pilot platforms (Notifications, Tell Us Once, Payments In and Data Exchange)
- Secure cloud strategy
- Performance Dashboard
- data.gov.au and National Map
Oversee and advise on ICT and digital investment
The DTA has oversight of all significant government ICT and digital investments. This gives us the opportunity to:
- consider potential risks
- assess whether projects are cost effective and delivering their intended benefits
- find opportunities to share platforms
- coordinate procurement so the government can make the most of its buying power.
Our oversight helps to make sure investments are delivering value for the users and for the government.
Deliverables:
- Oversee major initiatives in progress
- Cyber-security advice
- Review critical infrastructure risks
- Review internet gateway reduction program
Transform ICT procurement
The DTA develops and provides guidance to agencies on applying ICT procurement policy. Our ICT procurement team is working to support best practice procurement, inclusive markets and good working relationships between buyers and sellers.
This will mean that agencies can embrace modern, streamlined ways of doing business now and into the future.
Deliverables:
- Coordinated procurement
- ICT procurement transformation review
- Digital Marketplace
Build Australian Public Service ICT and digital capability
We’re partnering with agencies across government to raise the level of digital skills in the Australian Public Service. Skilled digital workers can design the best digital experiences for users and champion the adoption of digital service delivery.
Building internal digital capability makes the public service less exposed to increasing market rates for contractors, reduces design and delivery risk, and will encourage innovative thinking.
Deliverables:
- Digital Service Standard review
- Building digital capability program
- Establish the Co-Lab program
- ICT skills program
Deliverables and performance measurement
The success measures and targets outlined below explain how we will measure our performance against our priorities and purpose.
We have identified where baseline data will be collected in 2017–18 to enable performance reporting in 2018–19 and beyond.
The performance criteria in this Corporate Plan and the portfolio budget statements will be reported on through our annual performance statement. We will also track our performance internally.
Appendix A maps our portfolio budget statement outcomes and programs to our purpose and activities.
Develop a digital transformation roadmap
| Success measures | Targets for 2017-18 | Examples of evidence | Targets for 2018-19 and beyond |
|---|---|---|---|
|
1.1 Increase the proportion of services that are delivered digitally to improve the user experience 1.2 Improve the user experience with existing digital services |
1.1.1 Annual digital transformation priorities start informing investment decisions |
Annual digital transformation priorities Number of funding proposals aligned to digital transformation priorities |
Higher percentage of investment aligned to digital transformation priorities |
| 1.2.1 Baseline performance data has been compiled of high volume services and an initial set of life event journeys |
High volume services list Service quality framework Analysis of user experience for life event journeys |
Measure improvement in user experience for defined life event journeys Measure increase in maturity of services |
Deliver and improve digital platforms
| Success measures | Targets for 2017-18 | Examples of evidence | Targets for 2018-19 and beyond | |
|---|---|---|---|---|
| 2.1 New whole-of-government digital platforms are developed to provide better infrastructure for government agencies | 2.1.1 The discovery and alpha phase for the notifications, tell us once and payments in platforms are completed |
Discovery report for notifications, tell us once Alpha prototype for notifications and tell us once |
A private beta is delivered for the notifications, tell us once and payments in platforms Platforms are handed over to agencies for live delivery beta The discovery is delivered for the Federated Data Exchange |
|
| 2.1.2 The private and public beta phase for the digital identity platform and the trusted digital identity framework are completed |
Digital identity is available as a beta for ‘real’ users to access Trusted digital identity framework is published |
The digital identity platform is live Increase in the uptake of the digital identity solution by government and users The trusted digital identity framework is ‘live’ and operational |
||
| 2.2 Improved return on investment for Government from digital platforms | 2.2.1 Baseline on the number and cost of existing and planned duplicate ICT and digital capabilities | Data on the number and cost of existing and planned duplicate ICT and digital capabilities |
Reduce the number and cost of duplicate ICT and digital capabilities and increased investment in decommissioning of legacy ICT and digital capabilities (for digital identity, notifications, tell us once, payments in, federated data exchange) Increase take-up by agencies of whole-of-government digital platforms (digital identity, notifications, tell us once, payments in, federated data exchange) |
|
| 2.3 Improve the user experience for myGov | 2.3.1 Increased number of Australian Government entities providing services through or interfacing with myGov |
Data on the number of member services and Australian Government entities interfacing with myGov compared to 2016-17 Onboarding strategy to increase the number of new member services Onboarding toolkit to streamline process for agencies to onboard |
Increased number of member services listed on myGov | |
| 2.3.2 Develop a performance framework to measure whether myGov is delivering expected outcomes for users and member services |
Performance model agreed by member services Key performance indicators developed for myGov Initial performance reports provided to myGov members services and the myGov board |
Finalise, implement and report through the myGov performance framework to measure whether myGov is delivering expected outcomes for users and member services |
Oversee and advise on ICT and digital investment
| Success measures | Targets for 2017-18 | Examples of evidence | Targets for 2018-19 and beyond |
|---|---|---|---|
|
3.1 Oversight of significant ICT and digital investments Recommendations provided to agencies to improve the design, prioritisation and delivery of ICT projects |
3.1.1 DTA advice to government informs proposed delivery approaches and investment decisions |
Count of projects reviewed in 2017-18 Briefs provided to government summarising advice on proposed delivery approaches Develop an investment management framework against which outcomes and benefits can be measured and reported |
DTA advice informs proposed delivery approaches and investment decisions and generates substantive transformational change of the government |
| 3.1.2. Develop a data collection, analytical and reporting capability that informs and helps drive both transformation and improved outcomes for government and the nation |
An initial collection of data on ICT projects across government A data strategy that captures ALL data collected, held and sourced within the DTA An initial set of requirements for agencies to include in investment plans around data collection, management and interoperability |
Develop data collection and analytical capability within DTA, supplemented by private sector and academic partnerships As data collection and insights matures, publish data on a private and public dashboards Progressively expand and refine data collection (roadmap) to around key questions that will inform the investment portfolio, procurement efficacy and direction, and provide insights into the users of government services and data |
|
| 3.1.3 Deliver the ICT and digital portfolio investment framework to accelerate user experience improvements and the delivery of benefits |
An investment, assurance and oversight framework A means of collecting, measuring and reporting evidence of outcomes and benefits A set of principles to guide agencies toward transformative program of work |
Refine the investment framework, such that it measures its own performance, supplemented by advice of agencies as to the value it provide them Ongoing work on measures that suit a transformational environment (as opposed to traditional ‘block’, finance, input-oriented measure) Establish a benefits map, that reflect transformation (as a opposed to a linear, BAU environment) |
Transform ICT procurement
| Success measures | Targets for 2017-18 | Examples of evidence | Targets for 2018-19 and beyond |
|---|---|---|---|
|
4.1 Greater value for money delivered on government ICT spend Improved procurement practices across government |
4.1.1 Working towards implementing the recommendations agreed to by government from the ICT procurement taskforce report |
Delivery against the ICT procurement taskforce workplan Collection and analysis of agency data on total annual ICT spending Data collected from the digital marketplace dashboard Savings returned to government/ retained by entities as a result of whole-of-government panels and coordinated and cooperative procurement arrangements |
Agencies to report on their contribution to achieving Government’s target to reduce total annual ICT spending by 10 per cent over the next four years |
Build Australian Public Service ICT and digital capability
| Success measures | Targets for 2017-18 | Examples of evidence | Targets for 2018-19 and beyond |
|---|---|---|---|
| 5.1 In partnership with the Australian Public Service Commission, improve the digital capability of staff across the APS to better position government to develop and maintain quality digital services | 5.1.1 Provide access to quality assured digital training through the digital marketplace to upskill APS staff | Digital Marketplace functionality for hosting of vendor training offerings | Improved APS digital capability levels |
| 5.1.2 Improve APS ability to attract, select and retain digitally skilled APS employees |
Coaching and mentoring program ICT career pathways for APS staff Case study prepared on the work undertaken, and the outcomes achieved, in uplifting the capability of the APS and attracting and retaining staff with digital transformation skills |
Improve APS ability to attract, select and retain digitally skilled APS employees | |
| 5.1.3 Improve the knowledge of senior APS staff on digital skills and how to work with digital APS staff | Case study prepared on the work undertaken, and the outcomes achieved, in developing products and tools to improve the digital leadership of senior APS staff | Improve the knowledge of senior APS staff on digital skills and how to work with digital APS staff |
Growing our capabilities
The DTA will focus on growing our capability across a number areas over the next four years. This will put us in a better position to achieve our purpose and to build our influence.
We will do this by:
- developing the skills of our people and our digital leaders
- developing a shared vision of the DTA’s culture and values
- communicating and engaging effectively
- encouraging innovation
- creating a positive risk-management culture
- evaluating our performance
- committing to diversity and inclusion.
Culture and values
We support our staff to build their capabilities and encourage them to work towards their career goals. By doing this, we are improving the capability of the public service and supporting the government now and into the future.
As Australian public servants, we follow the Australian Public Service’s ICARE values.
Our people:
- are collaborative, consultative and committed to common success
- provide expert advice and work in partnership to deliver strategic, creative and future-focused products, policy and services
- are optimistic, proactive and resilient in finding ways to innovate
- seek to understand our users and our partners, their ambitions, constraints and capabilities.
Risk management
The DTA’s Enterprise Risk Management Policy and Framework helps articulate our risk appetite and behaviours. It is administered in line with the requirements of the Commonwealth Risk Management Policy and the PGPA Act, and is compliant with the Australian and New Zealand Standard AS/NZS 31000:2009: Risk management — Principles and Guidelines.
Our framework covers the systems, structures, policies, processes, people and practices within the DTA that have a risk oversight or management role. It helps to manage the sources of risk that may impact our ability to deliver our purpose.
We take a risk-based approach to policy and program development, and integrate risk management with our governance, planning and performance management processes.
The DTA’s risk oversight and management over the four years of the Corporate Plan includes:
Systems and structures
- The CEO ensures appropriate frameworks are in place to manage risk
- The executive committee makes decisions in relation to risk management and escalated issues
- The audit committee provides the CEO with assurance related to the management of risk
- We will identify, document, analyse and evaluate the risks to achieving our purpose, including risk response strategies
Policies and procedures
- We will operate within our Risk Management Policy and Framework
- We will set out our risk management responsibilities and communicate our risk appetite and tolerance
- We will operate according to the Accountable Authority Instructions that govern our agency
People
- We will foster a positive risk management culture that is built into business-as-usual practices
- Our people are risk aware in their day-to-day activities
- Our people will engage with reasonable levels of risk
- As an agency we will proactively manage risks
Practice
- Our people will be trained regularly in risk management
- Our business streams and significant products and procurements will assess their risks and have in place risk management plans
- We will maintain an enterprise risk register
Compliance
The DTA actively manages compliance with the requirements of the PGPA framework.
The DTA achieves compliance by committing to:
- preventive measures to ensure compliance
- detective measures to ensure identification of non-compliance
- corrective measures to prevent recurrence of non-compliance.
The DTA has key controls in place to ensure compliance with the PGPA framework. These include:
- clear and concise policies detailing compliance requirements
- compliance reviews of corporate business processes
- internal audits of key risk areas conducted by independent auditors
- an audit committee that provides advice to the CEO on compliance
- Accountable Authority Instructions (AAIs) — an overview of financial management principles and requirements
- training for staff delivered on a regular basis
- a formal compliance quality assurance program comprised of internal audits, and compliance review activities to test compliance with the financial management framework.
Appendix A – Portfolio Budget Statements 2017-2018 mapped to the Corporate Plan
| DTA Corporate Plan | Portfolio Budget Statements | |||
|---|---|---|---|---|
| Purpose | Strategic Priorities | Delivery | Program 1.1 | Outcome |
| Accelerate the digital transformation of Government by encouraging investment in digital services, assisting to transform the user experience for individuals and business, and improving the return on ICT and digital investment. | Develop a digital transformation roadmap | Supporting agency digital delivery of high volume services so that these services are simpler, clearer and faster for users | Support agency delivery of high volume services, build and contribute to whole of government platforms and increase capability of the public service to deliver digital transformation |
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. |
| Deliver and improve shared digital platforms |
Delivery of whole-of-government common platforms Supporting delivery of government-wide initiatives to join-up services |
No information provided | No information provided | No information provided |
| Oversee and advise on ICT and digital investment | Providing advice to government and Commonwealth entities on ICT investment, delivery and implementation of ICT policies | No information provided | No information provided | No information provided |
| Build Australian Public Service ICT and digital capability |
Establishing communities, developing best practices, and building a digital culture Creating policy and standards to support consistent service transformation across government agencies Building digital leadership and capability across government agencies Delivering high quality ICT Entry Level Programs to entities. |
No information provided | No information provided | No information provided |
| Transform ICT and digital procurement | Developing and managing WoAG procurement arrangements for entities | No information provided | No information provided | No information provided |