{ "entity_id": "O-000911", "folder": "Digital-Transformation-Agency", "name": "Digital Transformation Agency", "type": "Non-corporate Commonwealth Entity", "jurisdiction": "Commonwealth", "portfolio": "Finance", "website": "https://www.dta.gov.au", "data_status": "rich", "completeness": { "has_strategy_brief": true, "has_strategy_structured": true, "has_vision": true, "has_kpi_targets": true, "has_kpi_results": false, "has_strategy_overview": true, "has_legislation_text": true, "has_legislation_structured": true, "has_global_initiatives_text": true, "has_ideas": true, "has_artifacts": true, "n_ideas": 8, "n_legislation": 6, "n_artifacts": 8, "n_kpi_targets": 11, "n_kpi_results": 0, "n_outcomes": 1, "verified_own_data": true }, "strategy_profile": { "status": "published", "confidence": "high", "summary": "We're the Australian Government's trusted advisor on digital and ICT transformation.", "official_site_url": "https://www.dta.gov.au", "source_documents": [ { "type": "annual_report", "title": "Digital Transformation Agency Annual Report 2023-24", "url": "https://www.dta.gov.au/sites/default/files/documents/2025-05/Digital%20Transformation%20Agency%20Annual%20Report%202023-24%20%281%29.pdf", "period": "2023-24", "confidence": "high" }, { "type": "annual_report", "title": "Digital Transformation Agency Annual Report 2022-23", "url": "https://www.dta.gov.au/sites/default/files/documents/2025-05/Annual%20Report%202022-2023%20-%20final%20accessible_0.pdf", "period": "2022-23", "confidence": "high" }, { "type": "annual_report", "title": "Digital Transformation Agency Annual Report 2021-22", "url": "https://www.dta.gov.au/sites/default/files/documents/2025-05/Annual%20Report%202021-2022%20-%20ACCESSIBLE%20VERSION%20%281%29.pdf", "period": "2021-22", "confidence": "high" }, { "type": "annual_report", "title": "Digital Transformation Agency Annual Report 2020-21", "url": "https://www.dta.gov.au/sites/default/files/documents/2025-05/DTA%20Annual%20Report%202020-21_Accessible%20FINAL.pdf", "period": "2020-21", "confidence": "high" }, { "type": "annual_report", "title": "Digital Transformation Agency Annual Report 2019-20", "url": "https://www.dta.gov.au/sites/default/files/documents/2025-05/dta_Annual_Report_2019-2020_revised.pdf", "period": "2019-20", "confidence": "high" }, { "type": "corporate_plan", "title": "Digital Transformation Agency Corporate Plan 2025-26", "url": "https://www.dta.gov.au/sites/default/files/documents/2025-09/25-0179%20corporate%20plan%2025-26%20layout%20FINAL.pdf", "period": "2025-26", "confidence": "high" } ], "purpose": { "text": "We're the Australian Government's trusted advisor on digital and ICT transformation.", "source_url": "https://www.dta.gov.au/sites/default/files/documents/2025-09/25-0179%20corporate%20plan%2025-26%20layout%20FINAL.pdf", "source_page": 7, "source_deep_url": "https://www.dta.gov.au/sites/default/files/documents/2025-09/25-0179%20corporate%20plan%2025-26%20layout%20FINAL.pdf#page=7" }, "vision": { "text": "Driving a digital government.", "source_url": "https://www.dta.gov.au/sites/default/files/documents/2025-09/25-0179%20corporate%20plan%2025-26%20layout%20FINAL.pdf", "source_page": 7, "source_deep_url": "https://www.dta.gov.au/sites/default/files/documents/2025-09/25-0179%20corporate%20plan%2025-26%20layout%20FINAL.pdf#page=7" }, "strategic_priorities": [], "values": [ { "name": "Collaboration: We work together to achieve our goals.", "description": "", "source_url": "https://www.dta.gov.au/sites/default/files/documents/2025-09/25-0179%20corporate%20plan%2025-26%20layout%20FINAL.pdf", "source_page": null }, { "name": "Respect: We make everyone feel safe, supported and included.", "description": "", "source_url": "https://www.dta.gov.au/sites/default/files/documents/2025-09/25-0179%20corporate%20plan%2025-26%20layout%20FINAL.pdf", "source_page": null }, { "name": "Transparency: We build trust by being authentic and honest.", "description": "", "source_url": "https://www.dta.gov.au/sites/default/files/documents/2025-09/25-0179%20corporate%20plan%2025-26%20layout%20FINAL.pdf", "source_page": null }, { "name": "Future Focused: We use our expertise to support the government's digital agenda.", "description": "", "source_url": "https://www.dta.gov.au/sites/default/files/documents/2025-09/25-0179%20corporate%20plan%2025-26%20layout%20FINAL.pdf", "source_page": null }, { "name": "Excellence: We strive for excellence in all we do.", "description": "", "source_url": "https://www.dta.gov.au/sites/default/files/documents/2025-09/25-0179%20corporate%20plan%2025-26%20layout%20FINAL.pdf", "source_page": null } ], "outcomes": [ { "name": "Outcome 1 – Support the government's digital transformation, and simplify processes, increase realised value, reduce costs and generate reuse opportunities through strategic and policy leadership, advice, strategic coordination and oversight of digital and ICT investment, and management of whole-of-government digital and ICT procurement.", "description": "Program 1.1 – The objective of this program is to provide strategic and policy leadership and investment advice as a trusted advisor on digital and ICT investment decisions through oversight to drive government digital transformation that delivers benefits to all Australians.", "activities": [], "source_url": "https://www.dta.gov.au/sites/default/files/documents/2025-09/25-0179%20corporate%20plan%2025-26%20layout%20FINAL.pdf", "source_page": 12, "source_deep_url": "https://www.dta.gov.au/sites/default/files/documents/2025-09/25-0179%20corporate%20plan%2025-26%20layout%20FINAL.pdf#page=12" } ], "performance_measures": [ { "code": "1", "measure": "Annual review to measure the influence and impact of the DTA's leadership of the digital transformation agenda through the Data and Digital Government Strategy (DDGS).", "target": "100%", "latest_result": "", "status": "", "target_source_url": "https://www.dta.gov.au/sites/default/files/documents/2025-09/25-0179%20corporate%20plan%2025-26%20layout%20FINAL.pdf", "target_source_page": 17, "result_source_url": "https://www.dta.gov.au/sites/default/files/documents/2025-05/Digital%20Transformation%20Agency%20Annual%20Report%202023-24%20%281%29.pdf", "result_source_page": null }, { "code": "2", "measure": "Percentage of digital investments identified by the DTA as in-scope for the Digital and ICT IOF which have an agreed assurance plan in place.", "target": "75%", "latest_result": "", "status": "", "target_source_url": "https://www.dta.gov.au/sites/default/files/documents/2025-09/25-0179%20corporate%20plan%2025-26%20layout%20FINAL.pdf", "target_source_page": 17, "result_source_url": "https://www.dta.gov.au/sites/default/files/documents/2025-05/Digital%20Transformation%20Agency%20Annual%20Report%202023-24%20%281%29.pdf", "result_source_page": null }, { "code": "3", "measure": "Percentage of significant investment proposals that have implemented DTA's recommendations to use appropriate DCM (Domain and Capability Model) categorisation as per the AGA.", "target": "50%", "latest_result": "", "status": "", "target_source_url": "https://www.dta.gov.au/sites/default/files/documents/2025-09/25-0179%20corporate%20plan%2025-26%20layout%20FINAL.pdf", "target_source_page": 17, "result_source_url": "https://www.dta.gov.au/sites/default/files/documents/2025-05/Digital%20Transformation%20Agency%20Annual%20Report%202023-24%20%281%29.pdf", "result_source_page": null }, { "code": "4", "measure": "Percentage of stakeholders surveyed who are satisfied or highly satisfied with the Integrated Digital Investment Plan.", "target": "60%", "latest_result": "", "status": "", "target_source_url": "https://www.dta.gov.au/sites/default/files/documents/2025-09/25-0179%20corporate%20plan%2025-26%20layout%20FINAL.pdf", "target_source_page": 17, "result_source_url": "https://www.dta.gov.au/sites/default/files/documents/2025-05/Digital%20Transformation%20Agency%20Annual%20Report%202023-24%20%281%29.pdf", "result_source_page": null }, { "code": "5", "measure": "Digital Investment Overview prepared and submitted to government for Budget and Mid-Year Economic and Fiscal Outlook (MYEFO) cycles.", "target": "100%", "latest_result": "", "status": "", "target_source_url": "https://www.dta.gov.au/sites/default/files/documents/2025-09/25-0179%20corporate%20plan%2025-26%20layout%20FINAL.pdf", "target_source_page": 17, "result_source_url": "https://www.dta.gov.au/sites/default/files/documents/2025-05/Digital%20Transformation%20Agency%20Annual%20Report%202023-24%20%281%29.pdf", "result_source_page": null }, { "code": "6", "measure": "Average score from stakeholders on the quality and timeliness of advice provided by the DTA in the assessment of their digital investment proposal.", "target": "80%", "latest_result": "", "status": "", "target_source_url": "https://www.dta.gov.au/sites/default/files/documents/2025-09/25-0179%20corporate%20plan%2025-26%20layout%20FINAL.pdf", "target_source_page": 17, "result_source_url": "https://www.dta.gov.au/sites/default/files/documents/2025-05/Digital%20Transformation%20Agency%20Annual%20Report%202023-24%20%281%29.pdf", "result_source_page": null }, { "code": "7", "measure": "Percentage of buyers and sellers participating in the DTA's marketplaces who report it was easy or very easy to complete their task on BuyICT.", "target": "70%", "latest_result": "", "status": "", "target_source_url": "https://www.dta.gov.au/sites/default/files/documents/2025-09/25-0179%20corporate%20plan%2025-26%20layout%20FINAL.pdf", "target_source_page": 18, "result_source_url": "https://www.dta.gov.au/sites/default/files/documents/2025-05/Digital%20Transformation%20Agency%20Annual%20Report%202023-24%20%281%29.pdf", "result_source_page": null }, { "code": "8", "measure": "Percentage of at-risk projects receiving support from the DTA in applying the escalation protocols under the Assurance Framework for Digital and ICT Investments (including support at the 'triage' stage).", "target": "60%", "latest_result": "", "status": "", "target_source_url": "https://www.dta.gov.au/sites/default/files/documents/2025-09/25-0179%20corporate%20plan%2025-26%20layout%20FINAL.pdf", "target_source_page": 18, "result_source_url": "https://www.dta.gov.au/sites/default/files/documents/2025-05/Digital%20Transformation%20Agency%20Annual%20Report%202023-24%20%281%29.pdf", "result_source_page": null }, { "code": "9", "measure": "Percentage of participants in training for Senior Responsible Officials who report increased confidence in contributing effectively on a governance board for a digital investment following completion of the Senior Responsible Official (SRO) training program.", "target": "75%", "latest_result": "", "status": "", "target_source_url": "https://www.dta.gov.au/sites/default/files/documents/2025-09/25-0179%20corporate%20plan%2025-26%20layout%20FINAL.pdf", "target_source_page": 18, "result_source_url": "https://www.dta.gov.au/sites/default/files/documents/2025-05/Digital%20Transformation%20Agency%20Annual%20Report%202023-24%20%281%29.pdf", "result_source_page": null }, { "code": "10", "measure": "Positive rating from staff to the agency's APS Census to: 'My workgroup has the appropriate skills, capabilities and knowledge to perform well'.", "target": "75% or above", "latest_result": "", "status": "", "target_source_url": "https://www.dta.gov.au/sites/default/files/documents/2025-09/25-0179%20corporate%20plan%2025-26%20layout%20FINAL.pdf", "target_source_page": 19, "result_source_url": "https://www.dta.gov.au/sites/default/files/documents/2025-05/Digital%20Transformation%20Agency%20Annual%20Report%202023-24%20%281%29.pdf", "result_source_page": null }, { "code": "11", "measure": "Percentage of initiatives on the DTA's Digital Strategy (internal) and roadmap which are either delivered or on-track.", "target": "80%", "latest_result": "", "status": "", "target_source_url": "https://www.dta.gov.au/sites/default/files/documents/2025-09/25-0179%20corporate%20plan%2025-26%20layout%20FINAL.pdf", "target_source_page": 19, "result_source_url": "https://www.dta.gov.au/sites/default/files/documents/2025-05/Digital%20Transformation%20Agency%20Annual%20Report%202023-24%20%281%29.pdf", "result_source_page": null } ], "document_alignment_terms": { "must_support": [ "We're the Australian Government's trusted advisor on digital and ICT transformation.", "Driving a digital government." ], "watch_terms": [ "Annual review to measure the influence and impact of the DTA's leadership of the digital transformation agenda through the Data and Digital Government Strategy (DDGS).", "Percentage of digital investments identified by the DTA as in-scope for the Digital and ICT IOF which have an agreed assurance plan in place.", "Percentage of significant investment proposals that have implemented DTA's recommendations to use appropriate DCM (Domain and Capability Model) categorisation as per the AGA.", "Percentage of stakeholders surveyed who are satisfied or highly satisfied with the Integrated Digital Investment Plan.", "Digital Investment Overview prepared and submitted to government for Budget and Mid-Year Economic and Fiscal Outlook (MYEFO) cycles.", "Average score from stakeholders on the quality and timeliness of advice provided by the DTA in the assessment of their digital investment proposal.", "Percentage of buyers and sellers participating in the DTA's marketplaces who report it was easy or very easy to complete their task on BuyICT.", "Percentage of at-risk projects receiving support from the DTA in applying the escalation protocols under the Assurance Framework for Digital and ICT Investments (including support at the 'triage' stage).", "Percentage of participants in training for Senior Responsible Officials who report increased confidence in contributing effectively on a governance board for a digital investment following completion of the Senior Responsible Official (SRO) training program.", "Positive rating from staff to the agency's APS Census to: 'My workgroup has the appropriate skills, capabilities and knowledge to perform well'.", "Percentage of initiatives on the DTA's Digital Strategy (internal) and roadmap which are either delivered or on-track." ], "avoid_claiming_without_evidence": [] }, "review_note": "" }, "strategy_brief_md": "# Digital Transformation Agency — Strategy Brief\n\n**Reporting period**: 2023-24\n**Corporate plan in force**: 2025-26\n**Annual Report**: [2023-24](https://www.dta.gov.au/sites/default/files/documents/2025-05/Digital%20Transformation%20Agency%20Annual%20Report%202023-24%20%281%29.pdf)\n**Corporate Plan**: [2025-26](https://www.dta.gov.au/sites/default/files/documents/2025-09/25-0179%20corporate%20plan%2025-26%20layout%20FINAL.pdf)\n\n## Vision\n\n> Driving a digital government. [[CP p.7](https://www.dta.gov.au/sites/default/files/documents/2025-09/25-0179%20corporate%20plan%2025-26%20layout%20FINAL.pdf#page=7)(https://www.dta.gov.au/sites/default/files/documents/2025-09/25-0179%20corporate%20plan%2025-26%20layout%20FINAL.pdf#page=7)]\n\n## Our purpose / purposes\n\n> We're the Australian Government's trusted advisor on digital and ICT transformation. [[CP p.7](https://www.dta.gov.au/sites/default/files/documents/2025-09/25-0179%20corporate%20plan%2025-26%20layout%20FINAL.pdf#page=7)(https://www.dta.gov.au/sites/default/files/documents/2025-09/25-0179%20corporate%20plan%2025-26%20layout%20FINAL.pdf#page=7)]\n\n## Outcomes\n\n### Outcome 1 – Support the government's digital transformation, and simplify processes, increase realised value, reduce costs and generate reuse opportunities through strategic and policy leadership, advice, strategic coordination and oversight of digital and ICT investment, and management of whole-of-government digital and ICT procurement.\nProgram 1.1 – The objective of this program is to provide strategic and policy leadership and investment advice as a trusted advisor on digital and ICT investment decisions through oversight to drive government digital transformation that delivers benefits to all Australians. [[CP p.12](https://www.dta.gov.au/sites/default/files/documents/2025-09/25-0179%20corporate%20plan%2025-26%20layout%20FINAL.pdf#page=12)(https://www.dta.gov.au/sites/default/files/documents/2025-09/25-0179%20corporate%20plan%2025-26%20layout%20FINAL.pdf#page=12)]\n\n## Values and principles\n\n- Collaboration: We work together to achieve our goals.\n- Respect: We make everyone feel safe, supported and included.\n- Transparency: We build trust by being authentic and honest.\n- Future Focused: We use our expertise to support the government's digital agenda.\n- Excellence: We strive for excellence in all we do.\n\n## What they will measure themselves on this year (targets from 2025-26 corporate plan)\n\n| Code | Measure | Target | Source |\n|---|---|---|---|\n| 1 | Annual review to measure the influence and impact of the DTA's leadership of the digital transformation agenda through the Data and Digital Government Strategy (DDGS). | 100% | [CP p.17](https://www.dta.gov.au/sites/default/files/documents/2025-09/25-0179%20corporate%20plan%2025-26%20layout%20FINAL.pdf#page=17)(https://www.dta.gov.au/sites/default/files/documents/2025-09/25-0179%20corporate%20plan%2025-26%20layout%20FINAL.pdf#page=17) |\n| 2 | Percentage of digital investments identified by the DTA as in-scope for the Digital and ICT IOF which have an agreed assurance plan in place. | 75% | [CP p.17](https://www.dta.gov.au/sites/default/files/documents/2025-09/25-0179%20corporate%20plan%2025-26%20layout%20FINAL.pdf#page=17)(https://www.dta.gov.au/sites/default/files/documents/2025-09/25-0179%20corporate%20plan%2025-26%20layout%20FINAL.pdf#page=17) |\n| 3 | Percentage of significant investment proposals that have implemented DTA's recommendations to use appropriate DCM (Domain and Capability Model) categorisation as per the AGA. | 50% | [CP p.17](https://www.dta.gov.au/sites/default/files/documents/2025-09/25-0179%20corporate%20plan%2025-26%20layout%20FINAL.pdf#page=17)(https://www.dta.gov.au/sites/default/files/documents/2025-09/25-0179%20corporate%20plan%2025-26%20layout%20FINAL.pdf#page=17) |\n| 4 | Percentage of stakeholders surveyed who are satisfied or highly satisfied with the Integrated Digital Investment Plan. | 60% | [CP p.17](https://www.dta.gov.au/sites/default/files/documents/2025-09/25-0179%20corporate%20plan%2025-26%20layout%20FINAL.pdf#page=17)(https://www.dta.gov.au/sites/default/files/documents/2025-09/25-0179%20corporate%20plan%2025-26%20layout%20FINAL.pdf#page=17) |\n| 5 | Digital Investment Overview prepared and submitted to government for Budget and Mid-Year Economic and Fiscal Outlook (MYEFO) cycles. | 100% | [CP p.17](https://www.dta.gov.au/sites/default/files/documents/2025-09/25-0179%20corporate%20plan%2025-26%20layout%20FINAL.pdf#page=17)(https://www.dta.gov.au/sites/default/files/documents/2025-09/25-0179%20corporate%20plan%2025-26%20layout%20FINAL.pdf#page=17) |\n| 6 | Average score from stakeholders on the quality and timeliness of advice provided by the DTA in the assessment of their digital investment proposal. | 80% | [CP p.17](https://www.dta.gov.au/sites/default/files/documents/2025-09/25-0179%20corporate%20plan%2025-26%20layout%20FINAL.pdf#page=17)(https://www.dta.gov.au/sites/default/files/documents/2025-09/25-0179%20corporate%20plan%2025-26%20layout%20FINAL.pdf#page=17) |\n| 7 | Percentage of buyers and sellers participating in the DTA's marketplaces who report it was easy or very easy to complete their task on BuyICT. | 70% | [CP p.18](https://www.dta.gov.au/sites/default/files/documents/2025-09/25-0179%20corporate%20plan%2025-26%20layout%20FINAL.pdf#page=18)(https://www.dta.gov.au/sites/default/files/documents/2025-09/25-0179%20corporate%20plan%2025-26%20layout%20FINAL.pdf#page=18) |\n| 8 | Percentage of at-risk projects receiving support from the DTA in applying the escalation protocols under the Assurance Framework for Digital and ICT Investments (including support at the 'triage' stage). | 60% | [CP p.18](https://www.dta.gov.au/sites/default/files/documents/2025-09/25-0179%20corporate%20plan%2025-26%20layout%20FINAL.pdf#page=18)(https://www.dta.gov.au/sites/default/files/documents/2025-09/25-0179%20corporate%20plan%2025-26%20layout%20FINAL.pdf#page=18) |\n| 9 | Percentage of participants in training for Senior Responsible Officials who report increased confidence in contributing effectively on a governance board for a digital investment following completion of the Senior Responsible Official (SRO) training program. | 75% | [CP p.18](https://www.dta.gov.au/sites/default/files/documents/2025-09/25-0179%20corporate%20plan%2025-26%20layout%20FINAL.pdf#page=18)(https://www.dta.gov.au/sites/default/files/documents/2025-09/25-0179%20corporate%20plan%2025-26%20layout%20FINAL.pdf#page=18) |\n| 10 | Positive rating from staff to the agency's APS Census to: 'My workgroup has the appropriate skills, capabilities and knowledge to perform well'. | 75% or above | [CP p.19](https://www.dta.gov.au/sites/default/files/documents/2025-09/25-0179%20corporate%20plan%2025-26%20layout%20FINAL.pdf#page=19)(https://www.dta.gov.au/sites/default/files/documents/2025-09/25-0179%20corporate%20plan%2025-26%20layout%20FINAL.pdf#page=19) |\n| 11 | Percentage of initiatives on the DTA's Digital Strategy (internal) and roadmap which are either delivered or on-track. | 80% | [CP p.19](https://www.dta.gov.au/sites/default/files/documents/2025-09/25-0179%20corporate%20plan%2025-26%20layout%20FINAL.pdf#page=19)(https://www.dta.gov.au/sites/default/files/documents/2025-09/25-0179%20corporate%20plan%2025-26%20layout%20FINAL.pdf#page=19) |", "strategy_overview_evidence_md": null, "internal_strategy_evidence_md": "# Digital Transformation Agency - Strategy, Performance, and Operating Profile\n\n**Generated at**: 2026-05-09T21:52:16.885871+00:00\n**Entity ID**: O-000911\n**Entity type**: Non-corporate Commonwealth Entity\n**Jurisdiction**: Commonwealth\n**Portfolio**: Finance\n**Website**: https://www.dta.gov.au\n\n> Draft generated from scraped source material. Treat this as an evidence pack for editorial review, not a final judgement.\n\n## Source Coverage\n\n| Source type | Count |\n|---|---:|\n| annual-reports | 5 |\n| corporate-plans | 1 |\n| global-intelligence | 4 |\n| other-pdfs | 2 |\n| pages | 40 |\n\n## Executive Readout\n\n### Purpose\n\n- [Page 139]\nAppendix D: Alphabetical index Digital Transformation Agency\n05\nAnnual Report 2019–20\noperating environment, 15\nM\noperating result see financial\nmap-based spatial data, 36\nperformance\nmarket research, 77\nOrganisation for Economic Co-operation\nmemoranda of understanding, 49\nand Development (OECD)\nmentoring, 5, 42\nE-Leaders meetings and thematic\nMicrosoft, 32, 43\ngroups, 49\nminister responsible, 11, 59\nOrganisational Performance Framework,\nevents and addresses, 47\n55, 57\nmission, vi\norganisational structure, 12\nmyGov digital service, 5, 35\noutcome and program, vii, 19, 22\naccounts and logins, 2, 5, 35\nresources and expenses for\nnew Beta site, 35, 48\noutcome, 73–74\nmyGovID, 37–38\nsee also performance report\noverview, 1–19\nN\nNational Application Programming\nP\nInterface Design Standards\npanel arrangements, 44–45\n(NAPIDS), 34\nparliamentary committees, 59\nNational Cabinet, 17\n Source: `annual-reports/2019-20.pdf (https://www.dta.gov.au/sites/default/files/documents/2025-05/dta_Annual_Report_2019-2020_revised.pdf)`\n- [Page 143]\nDigital Transformation Agency\n05\nAnnual Report 2020–21\nN P\nNational Innovation and Science panel arrangements, 27, 40, 41\nAgenda, 79\nparliamentary committees, 65\nNational Recovery and Resilience\nPeople Strategy, 67, see also employees\nAgency, 53\nperformance pay, 70\nNew Zealand, 50\nperformance report\nnon-salary benefits, 70\naccountable authority statement, 24\nnotifiable incidents (WHS), 72 achievements, 2–3\nanalysis of performance against\npurpose, 57\nO\nperformance audits by ANAO, 65\nobjectives see purpose statement\nPriority 1: Lead whole-of-government\nObservatory see Gov.au Observatory digital and ICT strategies,\nOmbudsman, 65 policies and advice, 26, 30–34\nPriority 2: Coordinate and\noneAPS Opportunities pilot, 44\ndrive common platforms,\noperating environment, 20\ntechnologies and services\noperating result see financial performance that enhance user experiences,\n27, 35–42\n Source: `annual-reports/2020-21.pdf (https://www.dta.gov.au/sites/default/files/documents/2025-05/DTA%20Annual%20Report%202020-21_Accessible%20FINAL.pdf)`\n- [Page 131]\nAppendices\nIntermedium, 21 myGov digital service, 22\ninternal audit arrangements, 47 audit, 19–20\ninternal controls improvement, 48 myGovID, 18–19\ninternational benchmarking, 20–21\nInvestment Oversight Framework (IOF), 3, 4, 5, 17,\nN\n21, 26, 27, 30–32, 41\ninvestment prioritisation, 4, 25–33\nNational Greenhouse and Energy Reporting Act\n2007, 38\nJ\nNational Innovation and Science Agenda, 65\nnet zero emissions, 35, 38, 56–57\nJoint Parliamentary Committee of Public Accounts New South Wales Government, 18\nand Audit, 49\nnon-consultancy contracts, 64–65\njudicial decisions, 47\nnon-salary benefits, 52, 54–55\nnotifiable incidents (WHS), 53\nK\nO\nkey management personnel, 56\nremuneration, 114–116\nobjectives see purpose statement\nOmbudsman, 47\nL\noperating result see financial performance\noperations see real world use of projects\n Source: `annual-reports/2022-23.pdf (https://www.dta.gov.au/sites/default/files/documents/2025-05/Annual%20Report%202022-2023%20-%20final%20accessible_0.pdf)`\n- [Page 132]\nAppendices\nP Public Governance, Performance and Accountability\nAct 2013, i, 14, 44, 47, 63, 70\nPublic Governance, Performance and Accountability\nparliamentary committees, 47, 49–50\nRule 2014, i\nPerformance and Development Framework (DTA\nPublic Service Act 1999, 44\nworkforce), 50\ns 24(1) determinations, 56\nperformance audit of DTA procurement, 48–49\npurchasing and procurement (DTA), 63–66\nperformance measures, 15, 16, 17, 20, 25, 27, 28, 30,\n31, 34, 36, 40, 41 purpose statement, 6, 14\nperformance pay, 55\nperformance report Q\nstatement of preparation, 14\nStrategic objective 1, Lead government’s digital\nquantum computing, 39\ntransformation strategy, 16–24\nStrategic objective 2, Oversee the short, medium\nand long-term whole-of-government digital and R\nICT investment portfolio, 25–33\nStrategic objective 3, Manage whole-of-\nreal world use of projects, 5, 26\n Source: `annual-reports/2022-23.pdf (https://www.dta.gov.au/sites/default/files/documents/2025-05/Annual%20Report%202022-2023%20-%20final%20accessible_0.pdf)`\n\n### Role and Functions\n\n- [Page 137]\nAppendix D: Alphabetical index Digital Transformation Agency\n05\nAnnual Report 2019–20\nportfolio and minister, 11\nD\npriorities, vi–vii, 11\ndata analysis, 18, 36\npurpose statement, vi, 10, 22\ndata sharing principles for digital identity\nrole and functions, 10\nsystem, 38\nDigital Transformation Strategy, 6, 27, 29\ndata.gov.au, 41\ndisability reporting, 63\nDepartment of Education, Skills and\nDiscovery (service design and delivery\nEmployment, 41\nstage), 23\nDepartment of Finance, 28\ndiversity and inclusion, 62–63\nDepartment of Health, 18, 33\ndrought map, 29\nDepartment of the Prime Minister and\nCabinet, 28\nE\ndesktop capability see Protected Utility\nEmerging Talent program, 5, 40\nBlueprint\nenergy efficiency, 68\nDigital Census, 28\nengagement see stakeholder\nDigital Government Exchange event, 49\nengagement\nDigital iD (identity service provider), 38\nenterprise agreement, 64\n Source: `annual-reports/2019-20.pdf (https://www.dta.gov.au/sites/default/files/documents/2025-05/dta_Annual_Report_2019-2020_revised.pdf)`\n- [Page 140]\nDigital Transformation Agency Appendices\n05\nAnnual Report 2019–20\nPriority 3: Deliver a program of whole-of-government agreements, 6\ndigital and ICT capability PRODA (Services Australia Provider\nimprovement, 25, 39–46 Digital Access), 38\nPriority 4: Drive collaboration program see outcome and program\nand partnerships to enable Protected Utility Blueprint, 6, 26, 32\nand accelerate the digital Public Governance, Performance and\ntransformation of government Accountability Act 2013, ii, 22, 54,\nservices, 24, 47–49 58, 75\nsnapshot of activities 2019–20, 8–9 Public Service Act 1999, 55\nstatement of preparation, 22 determinations under section 24(1),\nsummary, 24–25 64, 65\nterminology, 23 purpose statement, vi, 10, 22\nsee also environmental performance;\nfinancial performance\nQ\nperformance reporting framework, 23\nQueensland Government, 47\nplans and planning, 61\n Source: `annual-reports/2019-20.pdf (https://www.dta.gov.au/sites/default/files/documents/2025-05/dta_Annual_Report_2019-2020_revised.pdf)`\n- [pages 140,141,142,144]\nperformance report;\nRimini Street whole-of-government\npolicies and guidelines\nagreement, 46\nPlatform Strategy, 34\nrisk management, 57–58\npolicies and guidelines, 55, 57, 61\nRobert, Hon Stuart, 11, 47\nPortfolio Budget Statement, 19, 57\nrole and functions\nportfolio membership (DTA), 11\nCEO, 12\nPrinciples for National Service\nDTA, 10\nImprovement, 30\npriorities, vi–vii, 11\nS\nperformance results see\nsalaries see remuneration\nperformance report\nsavings (government procurement), 46, 72\nprivacy, 18\nSenate committees, 59\nprocurement (DTA), 75–77\nSenior Executive Service (SES) officers\nprocurement (government), 6, 44–46, 72\nemployment arrangements, 65\ndigital tendering platform, 45\nremuneration, 65, 121–123\npanel arrangements, 44–45\nsenior leadership team, 12–14, 54, 55,\nsavings, 46, 72\n120–122\n130\n Source: `annual-reports/2019-20.pdf (https://www.dta.gov.au/sites/default/files/documents/2025-05/dta_Annual_Report_2019-2020_revised.pdf)`\n- [Page 140]\nDigital Transformation Agency Appendices\n05\nAnnual Report 2020–21\nDigital Professional Stream, 3, 7, 28, 29,\nD\n43–44, 55\nData and Digital Ministers’ Meeting,\ndigital service delivery, 5\n50, 52\nDigital Service Standard, 28, 46\ndata centre services, 6, 32\nDigital Skills Organisation, 55\nde Wet, George-Philip, 19\nDigital Summit and Awards, 7, 28, 44\ndefinitions (glossary), 127\nDigital Transformation Agency\nDepartment of Defence, 33, 40\nachievements, 2–3, see also\nDepartment of Education, Skills and\nperformance report\nEmployment, 39\nagency structure, 12–13\nDepartment of Home Affairs, 33, 40 history, 11\nmachinery of government changes,\nDepartment of the Prime Minister and\n8, 11, 57, 66\nCabinet see Prime Minister and\noperating environment, 20\nCabinet portfolio\noverview, 2–21\nDeputy Chief Executive Officer and\nportfolio membership, 8, 11\nChief Operating Officer, 15\n Source: `annual-reports/2020-21.pdf (https://www.dta.gov.au/sites/default/files/documents/2025-05/DTA%20Annual%20Report%202020-21_Accessible%20FINAL.pdf)`\n- [Page 144]\nDigital Transformation Agency Appendices\n05\nAnnual Report 2020–21\nplans and planning Public Governance, Performance and\ncorporate planning, 25, 64 Accountability Act 2013, ii, 24, 61,\nfraud and risk control, ii, 64 64, 79, 81\nPeople Strategy, 67\nPublic Service Act 1999, 61, 69\nperformance reporting framework, 25\ndeterminations under section 24(1),\nReconciliation Action Plan, 67\n69, 70\nworkforce planning, 68\npurchasing and procurement, 79–81\nsee also performance report; policies\nand guidelines (DTA) purpose statement, vi, 8, 10, 24\npolicies and guidelines (DTA), 61, 64\nR\nPoole, Lucy, 18\nReconciliation Action Plan, 67\nPortfolio Budget Statement, 21, 25\nRecovery and Resilience Futures\nportfolio membership (DTA), 8, 11, 66\nProject 2025, 53\nPrime Minister and Cabinet portfolio,\nremuneration\n8, 11, 57, 66\nAudit Committee, 63\npriorities, vi, 8, 10\nCEO, 70\n Source: `annual-reports/2020-21.pdf (https://www.dta.gov.au/sites/default/files/documents/2025-05/DTA%20Annual%20Report%202020-21_Accessible%20FINAL.pdf)`\n- [Page 132]\nAppendices\nP Public Governance, Performance and Accountability\nAct 2013, i, 14, 44, 47, 63, 70\nPublic Governance, Performance and Accountability\nparliamentary committees, 47, 49–50\nRule 2014, i\nPerformance and Development Framework (DTA\nPublic Service Act 1999, 44\nworkforce), 50\ns 24(1) determinations, 56\nperformance audit of DTA procurement, 48–49\npurchasing and procurement (DTA), 63–66\nperformance measures, 15, 16, 17, 20, 25, 27, 28, 30,\n31, 34, 36, 40, 41 purpose statement, 6, 14\nperformance pay, 55\nperformance report Q\nstatement of preparation, 14\nStrategic objective 1, Lead government’s digital\nquantum computing, 39\ntransformation strategy, 16–24\nStrategic objective 2, Oversee the short, medium\nand long-term whole-of-government digital and R\nICT investment portfolio, 25–33\nStrategic objective 3, Manage whole-of-\nreal world use of projects, 5, 26\n Source: `annual-reports/2022-23.pdf (https://www.dta.gov.au/sites/default/files/documents/2025-05/Annual%20Report%202022-2023%20-%20final%20accessible_0.pdf)`\n\n### Strategic Priorities\n\n- Key activities 2, 3\n75%\n80%\n80%\n80%\nStrategic objective 4\nBe a valued employer with the expertise to achieve our purpose.\n Source: `pages/corporate-plans-index__19.html (https://www.dta.gov.au/corporate-plan-2025-26)`\n- Key activities 2, 3\n70%\n75%\n80%\n80%\nStrategic objective 4\nBe a valued employer with the expertise to achieve our purpose.\n Source: `pages/corporate-plans-index__21.html (https://www.dta.gov.au/corporate-plan-2024-25)`\n- Key activities\n2021\n–\n22\n2022\n–\n23\n2023\n–\n24\n2024\n–\n25\n2.1\nProvide advice to the Minister on whole-of-government and shared digital and ICT investment proposals:\n• establish the investment prioritisation framework and inform investment advice to government\n✓\n✓\n✓\n✓\n• report on digital and ICT project and portfolio performance.\n✓\n✓\n✓\n✓\n2.2\nManage strategic coordination and oversight functions for digital and ICT investment across the project life cycle, including providing advice on whole-of-government reuse opportunities:\n• manage the ICT investment approval process for major digital and ICT investment proposals\n✓\n✓\n✓\n✓\n• analyse high-priority and 'at-risk' projects to support whole-of-government oversight\n✓\n✓\n✓\n✓\n• implement contestability standards for assessing and evaluating digital and ICT proposals\n✓\n Source: `pages/corporate-plans-index__24.html (https://www.dta.gov.au/corporate-plan-2021-22)`\n- Priorities\nAs described in our Corporate Plan 2021–22, to achieve our purpose in 2021–22\nwe focused on the following strategic priority areas:\n1.\n Source: `annual-reports/2021-22.pdf (https://www.dta.gov.au/sites/default/files/documents/2025-05/Annual%20Report%202021-2022%20-%20ACCESSIBLE%20VERSION%20%281%29.pdf)`\n- Performance measures 1-9 relate to strategic objectives 1-3 and key activities 1-5.\n Source: `pages/corporate-plans-index__19.html (https://www.dta.gov.au/corporate-plan-2025-26)`\n- 4.1 Ability of DTA staff to support strategic objectives.\n-\nClosed\nThis measure has been removed and revised in new measures that align better with the DTA’s key activities 6 and 7.\n-\n10.\n Source: `pages/corporate-plans-index__21.html (https://www.dta.gov.au/corporate-plan-2024-25)`\n- Appendix A – Portfolio Budget Statements 2017-2018 mapped to the Corporate Plan\nComparison between DTA Corporate Plan and Portfolio Budget Statements showing Purpose, Strategic Priorities, Delivery, Program 1.1, and Outcomes\nDTA Corporate Plan\nPortfolio Budget Statements\nPurpose\nStrategic Priorities\nDelivery\nProgram 1.1\nOutcome\nAccelerate 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.\n Source: `pages/corporate-plans-index__28.html (https://www.dta.gov.au/corporate-plan-2017-21)`\n- [Page 32]\nPART 2: ANNUAL PERFORMANCE STATEMENTS\nDetailed performance assessment\nFor each strategic objective, the following detailed performance assessment includes:\n• the key activities related to that strategic objective\n• the performance measures, methodologies and targets set for the year\n(in our Corporate Plan 2024–25 and Portfolio Budget Statement)\n• a summary of our outcomes\n• details of results achieved.\n Source: `other-pdfs/DTA-20Annual-20Report-202024-25-20r2.pdf (https://www.dta.gov.au/sites/default/files/documents/2025-11/DTA%20Annual%20Report%202024-25%20r2.pdf)`\n- Requirements Page(s)\nIntroduction\n▪ A statement that the plan is prepared for paragraph 35(1)(b) of the Act\n6\n▪ The reporting period for which the plan is prepared\n▪ The reporting periods covered by the plan\nPurposes 7\nKey activities 16–19\nOperating context\n▪ Environment\n▪ Capability\n8–13\n▪ Risk oversight and management, including key risks and its management\n▪ Cooperation\n▪ Subsidiaries (where applicable)\nPerformance\n▪ Performance measures 14–19\n▪ Targets for each performance measures (if reasonably practicable to set a target)\nDigital Transformation Agency | Corporate Plan 2025–26 20\n Source: `corporate-plans/2025-26.pdf (https://www.dta.gov.au/sites/default/files/documents/2025-09/25-0179%20corporate%20plan%2025-26%20layout%20FINAL.pdf)`\n- [Page 33]\nReporting on our performance Digital Transformation Agency\n02\nAnnual Report 2019–20\nReporting on our performance\nOur Corporate Plan 2019–23 describes the key activities we planned for 2019–20 to\nwork towards our purpose and achieve our intended outcome.\n Source: `annual-reports/2019-20.pdf (https://www.dta.gov.au/sites/default/files/documents/2025-05/dta_Annual_Report_2019-2020_revised.pdf)`\n\n## KPIs, Targets, and Where They Are At\n\n- Appropriate targets Plan performance measure and\nare now set in our 2022–23 Portfolio Budget Statement\nPortfolio Budget Statement Corporate Plan. performance criteria, as well as\n2021–22 the Portfolio Budget Statement\nPortfolio Budget Statement target in 2021–22.\n• Sourcing improvements\n2021–22\nenhance the experience\nfor buyers and sellers of • Improvements to sourcing of\ngovernment digital products digital products and services\nand services. drive greater value for\nmoney for the APS and more\nopportunities for Australian\nbusinesses, including small and\nmedium-sized enterprises.\n Source: `annual-reports/2021-22.pdf (https://www.dta.gov.au/sites/default/files/documents/2025-05/Annual%20Report%202021-2022%20-%20ACCESSIBLE%20VERSION%20%281%29.pdf)`\n- [Page 17]\nTarget Target Target Target\nNumber Performance measure\n2025-26 2026-27 2027-28 2028-29\n1 Annual review to measure the influence\nand impact of the DTA’s leadership of the\ndigital transformation agenda through the\nData and Digital Government Strategy\n(DDGS).\n Source: `corporate-plans/2025-26.pdf (https://www.dta.gov.au/sites/default/files/documents/2025-09/25-0179%20corporate%20plan%2025-26%20layout%20FINAL.pdf)`\n- [Page 18]\nTarget Target Target Target\nNumber Performance measure\n2025-26 2026-27 2027-28 2028-29\n7 Percentage of buyers and sellers\nparticipating in the DTA’s marketplaces\nwho report it was easy or very easy to\ncomplete their task on BuyICT.\n Source: `corporate-plans/2025-26.pdf (https://www.dta.gov.au/sites/default/files/documents/2025-09/25-0179%20corporate%20plan%2025-26%20layout%20FINAL.pdf)`\n- Target Target Target Target\nNumber Performance measure\n2025-26 2026-27 2027-28 2028-29\n10 Positive rating from staff to the agency’s\nAPS Census to: ‘My workgroup has\nthe appropriate skills, capabilities and\nknowledge to perform well’.\n Source: `corporate-plans/2025-26.pdf (https://www.dta.gov.au/sites/default/files/documents/2025-09/25-0179%20corporate%20plan%2025-26%20layout%20FINAL.pdf)`\n- PERFORMANCE\nTARGET ASSESSMENT\nMEASURE/CRITERIA\nCorporate Plan 2021–22 Corporate Plan 2021–22 The DTA provided strategic\nand policy leadership and\n• Quality of DTA’s strategic and • No target.\nadvice on digital and ICT\npolicy leadership demonstrably\nDue to the DTA’s revised mandate and projects over the year.\nsupports the setting of\nrole taking effect from 1 July 2021, we The results achieved, as\nthe direction for whole-of-\nneeded time to assess and establish detailed below, support our\ngovernment major digital and\nperformance metrics.\n Source: `annual-reports/2021-22.pdf (https://www.dta.gov.au/sites/default/files/documents/2025-05/Annual%20Report%202021-2022%20-%20ACCESSIBLE%20VERSION%20%281%29.pdf)`\n- Appropriate assessment that the DTA\nICT projects.\ntargets are now set in our 2022–23 met the Corporate Plan\nPortfolio Budget Statement Corporate Plan. performance measure and\n2021–22 Portfolio Budget Statement\nPortfolio Budget Statement 2021–22 performance criteria,\n• Stakeholders and partners\nas well as the Portfolio\nreceive high quality and timely • Our leadership drives digital\nBudget Statement targets\nadvice on strategies and transformation in government and\nin 2021–22.\npolicies to facilitate modern, increased user-focus in digital\nefficient, and joined-up government service delivery.\ngovernment services.\n• Increase in, or enhancement of,\n• Whole-of-government digital digital platforms, technologies and\nplatforms, technologies services that make government\nand services reduce costs simple, clear and fast.\nand duplication, provide\n• Our work increases cooperation\n Source: `annual-reports/2021-22.pdf (https://www.dta.gov.au/sites/default/files/documents/2025-05/Annual%20Report%202021-2022%20-%20ACCESSIBLE%20VERSION%20%281%29.pdf)`\n- When considering criteria for a target, or a target within a measure:\n• achieved applies if all elements have been met\n• substantially achieved applies if elements have been predominantly met\n• partially achieved applies if some elements have been met\n• not achieved applies if no elements have been met.\n Source: `annual-reports/2023-24.pdf (https://www.dta.gov.au/sites/default/files/documents/2025-05/Digital%20Transformation%20Agency%20Annual%20Report%202023-24%20%281%29.pdf)`\n- Assessment Partially achieved\n* The target has been updated from the target set out in the DTA Corporate Plan 2023-24 and the 2023-24 Portfolio\nBudget Statements which was “The DTA will establish a baseline indicator in 2023–24 year.\n Source: `annual-reports/2023-24.pdf (https://www.dta.gov.au/sites/default/files/documents/2025-05/Digital%20Transformation%20Agency%20Annual%20Report%202023-24%20%281%29.pdf)`\n- Strategic Objectives 1, 2 and 3: Table of Performance Measures\nNumber\nPerformance measure\nTarget\n2025-26\nTarget\n2026-27\nTarget\n2027-28\nTarget\n2028-29\n1\nAnnual review to measure the influence and impact of the DTA's leadership of the digital transformation agenda through the Data and Digital Government Strategy (DDGS).\n Source: `pages/corporate-plans-index__19.html (https://www.dta.gov.au/corporate-plan-2025-26)`\n- Strategic Objective 4: Table of Performance Measures\nNumber\nPerformance measure\nTarget 2025-26\nTarget 2026-27\nTarget 2027-28\nTarget 2028-29\n10\nPositive rating from staff to the agency's APS Census to: 'My workgroup has the appropriate skills, capabilities and knowledge to perform well'.\n Source: `pages/corporate-plans-index__19.html (https://www.dta.gov.au/corporate-plan-2025-26)`\n- Number\nPerformance measure\nTarget 2024-25\nTarget 2025-26\nTarget 2026-27\nTarget 2027-28\n1\nAnnual review to measure the influence and impact of the DTA’s leadership of the digital transformation agenda through the Data and Digital Government Strategy (DDGS).\n Source: `pages/corporate-plans-index__21.html (https://www.dta.gov.au/corporate-plan-2024-25)`\n- Number\nPerformance measure\nTarget 2024-25\nTarget 2025-26\nTarget 2026-27\nTarget 2027-28\n10\nPositive rating from staff to the agency’s APS Census to: ‘My workgroup has the appropriate skills, capabilities and knowledge to perform well’.\n Source: `pages/corporate-plans-index__21.html (https://www.dta.gov.au/corporate-plan-2024-25)`\n- Performance measures for digital government initiatives showing targets for each year from 2022-23 to 2025-26, including Australian Government Architecture, stakeholder advice, and digital government rankings\nPerformance Measures\nTargets\nPerformance Measures (continued)\nYear\nTarget\nPerformance measure 1.1 applies to years 2022-23 through 2025-26:\n1.1 The Australian Government Architecture is a decision-making and policy construct that helps agencies develop scalable, secure and resilient digital capabilities.\n Source: `pages/corporate-plans-index__23.html (https://www.dta.gov.au/corporate-plan-2022-23)`\n- Performance measures for strategic planning and investment prioritisation showing stakeholder satisfaction targets for each year from 2022-23 to 2025-26, with progressive percentage improvements\nPerformance Measures\nTargets\nPerformance Measures (continued)\nYear\nTarget\nPerformance measure 2.1 applies to years 2022-23 through 2025-26:\n2.1 Quality and timeliness of strategic planning advice to define digital and ICT investment portfolio, its future objectives and capability gaps.\n Source: `pages/corporate-plans-index__23.html (https://www.dta.gov.au/corporate-plan-2022-23)`\n\n## Key Metrics\n\n| Values found | Evidence | Source |\n|---|---|---|\n| $51.3 million, $47.8 million, $0.4 million, $152.0 million, 51.3 million, 47.8 million | Explanations of major variances Affected line items/statements\nThe implementation of AASB 15 Statement of Comprehensive Income\nin 2020 resulted in the DTA assessing Suppliers expense ($51.3 million)\nthe majority of the WoAG ICT Revenue from contracts with customers ($47.8 million)\nProcurement contracts with customers Reversals of impairment on financial instruments ($0.4 million)\nas pass-through arrangements (DTA\nis acting as an agent) resulting | `annual-reports/2019-20.pdf (https://www.dta.gov.au/sites/default/files/documents/2025-05/dta_Annual_Report_2019-2020_revised.pdf)` |\n| $215.123 million, $141.048 million, 215.123 million, 141.048 million | The estimated impact for 2020 is a decrease in revenue and expense of\n$215.123 million, as well as a decrease in assets and liabilities of $141.048 million. | `annual-reports/2019-20.pdf (https://www.dta.gov.au/sites/default/files/documents/2025-05/dta_Annual_Report_2019-2020_revised.pdf)` |\n| $3.82 million, 3.82 million | In addition, there were:\nand builds digital – 37 subscriber agencies (up by 8 from last year)\nleadership, attracts\n– 551 digital services (up by 43 from last year).\nemerging talent, and\nincreases capability of • The estimated savings to the Commonwealth in contract\nstaff across the APS costs is $3.82 million per annum.\n(continued). | `annual-reports/2020-21.pdf (https://www.dta.gov.au/sites/default/files/documents/2025-05/DTA%20Annual%20Report%202020-21_Accessible%20FINAL.pdf)` |\n\n## Key Achievements\n\n- [Page 121]\nAppendices\nOrganisation for Economic Poole, Lucy, 11, 12\nCo-operation and Development\nPortfolio Budget Statement, 15, 19, 30,\n(OECD) E-Leaders meetings, 25\n46, see also performance report\nOrganisational Capability Strategy, 48\nportfolio membership, 8, 10\nOrganisational Performance\npriorities, 18\nFramework, 44, 46\nperformance results see performance\norganisational structure, 8, 11\nreport\noutcome and program, 9, 15\nprioritisation process see investment\nresources and expenses for prioritisation\noutcome, 63–64\nprocurement (DTA), 65–67\nsee also performance report\nprocurement (government) see BuyICT\noverview, 1–15\nplatform; Digital Marketplace; ICT\nP – information and communications\ntechnology (across government);\nparliamentary committees, 47 Whole-of-government Digital and ICT\nInvestment Oversight Framework\npartnerships, 25\nprogram see outcome and program\n Source: `annual-reports/2021-22.pdf (https://www.dta.gov.au/sites/default/files/documents/2025-05/Annual%20Report%202021-2022%20-%20ACCESSIBLE%20VERSION%20%281%29.pdf)`\n- [pages 121,122,123,124]\nrships, 25\nprogram see outcome and program\nperformance measures, 19, 30\nProject Management Achievement\nperformance pay, 57\nAwards, 39\nperformance report\nprojects\nanalysis of performance, 40\ncompleted, 34\nPriority 1: Direction setting, 19–29\nPublic Governance, Performance and\nPriority 2: Implementation oversight, Accountability Act 2013, i, 18, 24, 44,\n30–39 46, 63, 65\nprojects completed, 34\nPublic Service Act 1999, 44\nstatement of preparation, 18\ns 24(1) determinations, 58\nsee also environmental performance;\npurchasing and procurement, 65–67\nfinancial performance\npurpose statement, 10, 18\nplanning, 3, 9, 31, see also Digital\nGovernment Strategy; Whole-of-\ngovernment Digital and ICT Investment\nOversight Framework\nPoels, Wayne, 11, 13\nDigital Transformation Agency | Annual Report 2021–22 113\n Source: `annual-reports/2021-22.pdf (https://www.dta.gov.au/sites/default/files/documents/2025-05/Annual%20Report%202021-2022%20-%20ACCESSIBLE%20VERSION%20%281%29.pdf)`\n- [pages 11,12,13]\ne with the AS/NZS 31000:2018 risk management standard and have\nimplemented the guidance to comply with the Commonwealth Risk Management Policy (RMG 211)\nand support the requirement of section 16 of the PGPA Act.\n Source: `corporate-plans/2025-26.pdf (https://www.dta.gov.au/sites/default/files/documents/2025-09/25-0179%20corporate%20plan%2025-26%20layout%20FINAL.pdf)`\n- [Page 6]\nDigital Transformation Agency\nAnnual Report 2019–20\nContents\nLetter of transmittal ii\nAbout this report iii\n2019–20 at a glance vi\nOverview 1\n01\n2019–20 performance highlights 2\nCEO’s review 5\n2019–20 snapshot of activities 8\nAbout us 10\nCOVID‑19 response 17\nOutcome and program structure 19\nAnnual performance statement 21\n02\nStatement of preparation 22\nPurpose in 2019–20 22\nReporting on our performance 23\nPerformance summary for 2019–20 24\nPerformance results for 2019–20 26\nAnalysis of performance against purpose 50\niv\n Source: `annual-reports/2019-20.pdf (https://www.dta.gov.au/sites/default/files/documents/2025-05/dta_Annual_Report_2019-2020_revised.pdf)`\n- Targets for 2019–20 Results\nOngoing support\n• We engaged regularly with departments and agencies\nseeking advice, guidance and support for their efforts to\napply the Digital Service Standard and the service design\nand delivery process to their service transformation efforts.\n• We continued our work with agencies, providing\nindependent assurance for major digital investments\nas part of the $500 million Australian Public Service\nModernisation Fund.\n• During the year, we also engaged with 25 agencies on\n21 strategic digital and ICT forums, designed to maintain\nand build on inter-departmental relationships.\n• reviewing Achieved\nthe Digital\nYear 1 Digital Transformation Strategy update\nTransformation\n• Minister for Government Services, the Hon Stuart Robert\nStrategy and\nMP, released the first annual update on progress of the\nroadmap annually\nDigital Transformation Strategy in November 2019.\n Source: `annual-reports/2019-20.pdf (https://www.dta.gov.au/sites/default/files/documents/2025-05/dta_Annual_Report_2019-2020_revised.pdf)`\n- During the year, myGov maintained 99.69% availability,\nahead of its 99.5% target.\n• At the end of 2019, we created a taskforce to deliver a\nmodern, experience-led and data-driven approach for\npeople to discover and access personalised services\nthrough myGov.\n• In partnership with Services Australia, we quickly built\na prototype platform for usability testing.\n• On 14 June 2020, we delivered The Future of myGov,\na new myGov Beta site.\n• This Beta site starts the transformation of government\nservice delivery from its current structure around\ngovernment agencies to be tailored to the circumstances,\nneeds and events in people’s lives.\n• There were 26,863 visits to myGov Beta between 14 and\n30 June 2020.\n Source: `annual-reports/2019-20.pdf (https://www.dta.gov.au/sites/default/files/documents/2025-05/dta_Annual_Report_2019-2020_revised.pdf)`\n- [Page 137]\nAppendix D: Alphabetical index Digital Transformation Agency\n05\nAnnual Report 2019–20\nportfolio and minister, 11\nD\npriorities, vi–vii, 11\ndata analysis, 18, 36\npurpose statement, vi, 10, 22\ndata sharing principles for digital identity\nrole and functions, 10\nsystem, 38\nDigital Transformation Strategy, 6, 27, 29\ndata.gov.au, 41\ndisability reporting, 63\nDepartment of Education, Skills and\nDiscovery (service design and delivery\nEmployment, 41\nstage), 23\nDepartment of Finance, 28\ndiversity and inclusion, 62–63\nDepartment of Health, 18, 33\ndrought map, 29\nDepartment of the Prime Minister and\nCabinet, 28\nE\ndesktop capability see Protected Utility\nEmerging Talent program, 5, 40\nBlueprint\nenergy efficiency, 68\nDigital Census, 28\nengagement see stakeholder\nDigital Government Exchange event, 49\nengagement\nDigital iD (identity service provider), 38\nenterprise agreement, 64\n Source: `annual-reports/2019-20.pdf (https://www.dta.gov.au/sites/default/files/documents/2025-05/dta_Annual_Report_2019-2020_revised.pdf)`\n- [Page 139]\nAppendix D: Alphabetical index Digital Transformation Agency\n05\nAnnual Report 2019–20\noperating environment, 15\nM\noperating result see financial\nmap-based spatial data, 36\nperformance\nmarket research, 77\nOrganisation for Economic Co-operation\nmemoranda of understanding, 49\nand Development (OECD)\nmentoring, 5, 42\nE-Leaders meetings and thematic\nMicrosoft, 32, 43\ngroups, 49\nminister responsible, 11, 59\nOrganisational Performance Framework,\nevents and addresses, 47\n55, 57\nmission, vi\norganisational structure, 12\nmyGov digital service, 5, 35\noutcome and program, vii, 19, 22\naccounts and logins, 2, 5, 35\nresources and expenses for\nnew Beta site, 35, 48\noutcome, 73–74\nmyGovID, 37–38\nsee also performance report\noverview, 1–19\nN\nNational Application Programming\nP\nInterface Design Standards\npanel arrangements, 44–45\n(NAPIDS), 34\nparliamentary committees, 59\nNational Cabinet, 17\n Source: `annual-reports/2019-20.pdf (https://www.dta.gov.au/sites/default/files/documents/2025-05/dta_Annual_Report_2019-2020_revised.pdf)`\n- [Page 6]\nDigital Transformation Agency\nAnnual Report 2020–21\nContents\nLetter of transmittal ii\nAbout this report iii\n2020–21 at a glance vi\nOverview 1\n01\n2020–21 achievements 2\nChief Executive Officer’s review 5\nAbout us 10\nOutcome and program structure 21\nAnnual performance statement 23\n02\nStatement of preparation 24\nPurpose in 2020–21 24\nReporting on our performance 25\nPerformance summary for 2020–21 26\nPerformance results for 2020–21 30\nAnalysis of performance against purpose 57\niivv\n Source: `annual-reports/2020-21.pdf (https://www.dta.gov.au/sites/default/files/documents/2025-05/DTA%20Annual%20Report%202020-21_Accessible%20FINAL.pdf)`\n- Source: Corporate Plan 2020–21 and Portfolio Budget Statement 2020–21\nTargets for 2020–21 Results\n1.1 Our leadership Achieved\ndrives digital\nStrategy\ntransformation in\n• Our Minister, the Hon Stuart Robert MP, released\ngovernment and\nthe second annual update on progress of the Digital\nincreased user focus\nTransformation Strategy in November 2020.\nin digital government\nservice delivery. • The Year 2 update demonstrated our progress to deliver\nbetter digital government services with an increased\nuser-focus and continue to build towards our vision to\ndeliver world-leading digital services for the benefit of\nall Australians by 2025.\n Source: `annual-reports/2020-21.pdf (https://www.dta.gov.au/sites/default/files/documents/2025-05/DTA%20Annual%20Report%202020-21_Accessible%20FINAL.pdf)`\n- [Page 41]\nDigital Transformation Agency\n02\nAnnual Report 2020–21\nTargets for 2020–21 Results\n1.1 Our leadership • The Year 2 update also featured case studies as\ndrives digital examples of progress such as: the COVIDSafe App,\ntransformation in which provides secure contact tracing capability;\ngovernment and Fast-track electronic prescriptions, which put the user\nincreased user focus at the centre by improving patient safety by reducing\nin digital government the risk of transcription errors; and Digital Identity,\nservice delivery which makes it easier and safer for Australians to do\n(continued). business online.\n Source: `annual-reports/2020-21.pdf (https://www.dta.gov.au/sites/default/files/documents/2025-05/DTA%20Annual%20Report%202020-21_Accessible%20FINAL.pdf)`\n- Source: Corporate Plan 2020–21 and Portfolio Budget Statement 2020–21\nTarget for 2020–21 Results\n4.1 Our work increases Achieved\ncooperation and\nmyGov\nconsistent approaches\n• Enhanced myGov, being delivered in partnership\nacross all levels\nwith Services Australia, will become the front door to\nof government,\ngovernment and provide a seamless and improved\nand increases\ncustomer experience, making it easy for people to\ncollaboration nationally\ndiscover, access and manage the government services\nand internationally,\nand information they need.\n Source: `annual-reports/2020-21.pdf (https://www.dta.gov.au/sites/default/files/documents/2025-05/DTA%20Annual%20Report%202020-21_Accessible%20FINAL.pdf)`\n\n## Key Issues, Risks, and Recommendations\n\n- Assessment Not achieved\nResults achieved\nDTA STRATEGIC INTERNAL AUDIT PROGRAM 2024–25\nWe had 4 internal audit recommendations that had management agreed implementation dates\nbetween 1 July 2024 and 30 June 2025.\n Source: `other-pdfs/DTA-20Annual-20Report-202024-25-20r2.pdf (https://www.dta.gov.au/sites/default/files/documents/2025-11/DTA%20Annual%20Report%202024-25%20r2.pdf)`\n- [Page 144]\nDigital Transformation Agency Appendices\n05\nAnnual Report 2020–21\nplans and planning Public Governance, Performance and\ncorporate planning, 25, 64 Accountability Act 2013, ii, 24, 61,\nfraud and risk control, ii, 64 64, 79, 81\nPeople Strategy, 67\nPublic Service Act 1999, 61, 69\nperformance reporting framework, 25\ndeterminations under section 24(1),\nReconciliation Action Plan, 67\n69, 70\nworkforce planning, 68\npurchasing and procurement, 79–81\nsee also performance report; policies\nand guidelines (DTA) purpose statement, vi, 8, 10, 24\npolicies and guidelines (DTA), 61, 64\nR\nPoole, Lucy, 18\nReconciliation Action Plan, 67\nPortfolio Budget Statement, 21, 25\nRecovery and Resilience Futures\nportfolio membership (DTA), 8, 11, 66\nProject 2025, 53\nPrime Minister and Cabinet portfolio,\nremuneration\n8, 11, 57, 66\nAudit Committee, 63\npriorities, vi, 8, 10\nCEO, 70\n Source: `annual-reports/2020-21.pdf (https://www.dta.gov.au/sites/default/files/documents/2025-05/DTA%20Annual%20Report%202020-21_Accessible%20FINAL.pdf)`\n- In December 2021 we released the summary of the Digital Review, which\nfocused on digital and ICT capability, risks and needs across 20 agencies, accounting\nfor more than 80% of government digital and ICT expenditure.\n• The DTA was commissioned by the Secretaries’ Board, to conduct the Digital Review,\nbased on the previous government’s response to Recommendation 14 of Our Public\nService, Our Future – Independent Review of the Australian Public Service led by\nMr David Thodey AO.\n• We partnered with APS and external experts to develop a bespoke model to measure\ndigital maturity and worked with more than 80 staff across participating agencies on\nthe survey instruments.\n• The review developed a broad baseline of the landscape of government digital\nservices and technology – identifying more than 350 critical systems, 75 critical data\n Source: `annual-reports/2021-22.pdf (https://www.dta.gov.au/sites/default/files/documents/2025-05/Annual%20Report%202021-2022%20-%20ACCESSIBLE%20VERSION%20%281%29.pdf)`\n- [Page 122]\nAppendices\nR stakeholders, 14, see also collaboration\nReconciliation Action Plan, 53 state and territory government\ncollaboration, 7, 25\nremuneration, 57–58\nstrategic and policy leadership, 20\nAudit Committee, 45\nstrategic planning (government) see\nkey management personnel, 102–105\nDigital Government Strategy\nresources and expenses for outcome,\n63–64 study assistance, 52\nrisk management, 46 T\nRobert, Hon Stuart, 10 terminology (glossary), 106\nrole and functions DTA, 10 Thodey, David, 23\nS Toole, Karen, 45\nsalaries see remuneration Trusted Digital Identity Framework, 7,\n22, 28\nsavings in government procurement,\n35, 62 U\nSecretaries’ Board, 23 user needs, defined, 106\nSecretaries’ Digital Committee, 14, 20 V\nSenate estimates, 47 values and behaviours, 51\nSenate inquiries, 47 W\nsenior executives, 11–13, 54 waste management, 59\n Source: `annual-reports/2021-22.pdf (https://www.dta.gov.au/sites/default/files/documents/2025-05/Annual%20Report%202021-2022%20-%20ACCESSIBLE%20VERSION%20%281%29.pdf)`\n- [Page 132]\nAppendices\nP Public Governance, Performance and Accountability\nAct 2013, i, 14, 44, 47, 63, 70\nPublic Governance, Performance and Accountability\nparliamentary committees, 47, 49–50\nRule 2014, i\nPerformance and Development Framework (DTA\nPublic Service Act 1999, 44\nworkforce), 50\ns 24(1) determinations, 56\nperformance audit of DTA procurement, 48–49\npurchasing and procurement (DTA), 63–66\nperformance measures, 15, 16, 17, 20, 25, 27, 28, 30,\n31, 34, 36, 40, 41 purpose statement, 6, 14\nperformance pay, 55\nperformance report Q\nstatement of preparation, 14\nStrategic objective 1, Lead government’s digital\nquantum computing, 39\ntransformation strategy, 16–24\nStrategic objective 2, Oversee the short, medium\nand long-term whole-of-government digital and R\nICT investment portfolio, 25–33\nStrategic objective 3, Manage whole-of-\nreal world use of projects, 5, 26\n Source: `annual-reports/2022-23.pdf (https://www.dta.gov.au/sites/default/files/documents/2025-05/Annual%20Report%202022-2023%20-%20final%20accessible_0.pdf)`\n- [Page 137]\nAppendices\nAppendix D: Glossary and abbreviations\nTerm Meaning\nAASB Australian Accounting Standards Board\nAI Artificial intelligence\nAGGP Australian Government Graduate Program\nANAO Australian National Audit Office\nAPS Australian Public Service\nAPSC Australian Public Service Commission\nARC Audit and Risk Committee\nAustralian Government A collection of whole-of-government standards, policies, designs and\nArchitecture capabilities\nBMP Benefits Management Policy\nBPOR Budget Process Operational Rules\nCEO Chief Executive Officer\nCloud Internet storage and access to data and programs\nDCAP Digital Capability Assessment Process\nDCM Domain and Capability Model\nDigital capability A conceptual representation of the different functions that government\nrequires to deliver its digital and ICT strategic outcomes\nDIO Digital Investment Overview\nDLC Digital Leadership Committee\n Source: `annual-reports/2023-24.pdf (https://www.dta.gov.au/sites/default/files/documents/2025-05/Digital%20Transformation%20Agency%20Annual%20Report%202023-24%20%281%29.pdf)`\n- [Page 138]\nIndex\nAppendix E: Alphabetical index\nA\nAboriginal and/or Torres Strait Islander peoples, 57\nAccessibility, 27\nAccountability, 32, 46–52\nAccountable Authority, 16, 46, 69\nadvertising and market research spend, 72\nadvice provision, 20, 21, 22, 28–32\nagency structure, 8\nagent arrangements, 83\nAI (Artificial Intelligence)\nCEO’s review, 3\nCommonwealth AI Assurance Framework (draft), 26\nCopilot for Microsoft 365, 22, 26\ngenerative AI, 22, 26\ngolden rules, 22\nNational Framework for AI Assurance in Government, 5, 22\nPolicy for the responsible use of AI, 26\nrisk-based approach, 5\ntaskforce, 5, 26\nAI in Government Taskforce, 5, 26\nannual performance statement, 15–43\nAPS Academy, 34\nassurance arrangements, 30\nAssurance Framework, 31–32\nassurance map (internal audit), 50\nAtkinson, Christopher, 48\nAudit and Risk Committee, 46, 47–48\nAusTender, 35, 37\n Source: `annual-reports/2023-24.pdf (https://www.dta.gov.au/sites/default/files/documents/2025-05/Digital%20Transformation%20Agency%20Annual%20Report%202023-24%20%281%29.pdf)`\n- [Page 143]\nIndex\nI\nICT Coordinated Procurement Special Account, 66, 95\nICT labour hire, 36\nImplementation Plan, 16, 21\ninclusivity, 21, 27\nindependent auditor’s report, 74–75\nindependent committee members, 47–48\nInformation Commissioner, 50\ninquiries, 51\nIntegrated Digital Investment Plan (IDIP), 28–29\ninter-agency communication, 31\ninternal audit, 49–50\ninternal controls, 47\ninternational benchmark set, 24\ninvestment objectives, 7, 16, 19, 25, 28–33\nInvestment Oversight Framework (IOF), viii, 4, 23, 27, 29, 30, 31, 33, 34, 43\ninvestment prioritisation, 29\nISO31000:2018 Risk Management, 49\nJ\nJoint Committee of Public Accounts and Audit Inquiries, 51\nJoint Committee of Public Accounts and Audit Inquiry into Commonwealth Financial\nStatements 2022-23, 51\nL\nleases, 82, 85, 87, 93\nlegacy ICT systems, 25\nLegal Services Directions, 72\nlegal services expenditure, 72\nLetter of Transmittal, iii\n Source: `annual-reports/2023-24.pdf (https://www.dta.gov.au/sites/default/files/documents/2025-05/Digital%20Transformation%20Agency%20Annual%20Report%202023-24%20%281%29.pdf)`\n- [pages 143,144,145,146,147,148]\npendent committee members, 47–48\nInformation Commissioner, 50\ninquiries, 51\nIntegrated Digital Investment Plan (IDIP), 28–29\ninter-agency communication, 31\ninternal audit, 49–50\ninternal controls, 47\ninternational benchmark set, 24\ninvestment objectives, 7, 16, 19, 25, 28–33\nInvestment Oversight Framework (IOF), viii, 4, 23, 27, 29, 30, 31, 33, 34, 43\ninvestment prioritisation, 29\nISO31000:2018 Risk Management, 49\nJ\nJoint Committee of Public Accounts and Audit Inquiries, 51\nJoint Committee of Public Accounts and Audit Inquiry into Commonwealth Financial\nStatements 2022-23, 51\nL\nleases, 82, 85, 87, 93\nlegacy ICT systems, 25\nLegal Services Directions, 72\nlegal services expenditure, 72\nLetter of Transmittal, iii\nlocal benchmark set, 23\nDigital Transformation Agency | Annual Report 2023–24 131\n Source: `annual-reports/2023-24.pdf (https://www.dta.gov.au/sites/default/files/documents/2025-05/Digital%20Transformation%20Agency%20Annual%20Report%202023-24%20%281%29.pdf)`\n- Target 80%\nOutcome Implementation of all 4 internal audit recommendations that had an agreed timeframe\nwithin 2024–25 is underway, however have not been completed as at 30 June 2025.\n Source: `other-pdfs/DTA-20Annual-20Report-202024-25-20r2.pdf (https://www.dta.gov.au/sites/default/files/documents/2025-11/DTA%20Annual%20Report%202024-25%20r2.pdf)`\n- [Page 140]\nPART 5: APPENDICES\nAppendix F: Alphabetical index\nA\nat-risk digital projects, 33\nAudit and Risk Committee, 41–42, 43\nAboriginal and/or Torres Strait Islander\nAusTender, 64, 65\npeoples, 49\nAustralian Accounting Standards, 79\naccountability, 3, 40–46\nAustralian Government Architecture, 25\nAccountable Authority, 15, 40, 62\nAustralian Information Commissioner, 43\nadvertising and market research spend, 65\nAustralian National Audit Office (ANAO),\nadvice provision, 21, 29, 50\n43, 44\nagency structure, 7\nAustralian Public Service (APS) 3, 5, 20, 21,\nagent arrangements, 80 22, 47, 51, 52, 54\nAI (artificial intelligence)\nAI impact assessment tool, 10 B\nCEO’s review, 4\nCopilot for Microsoft 365, 11\nbenefits management, 23, 33\nDigital Marketplace trial, 31–32\nbudget variance commentary, 77–78\ngenerative AI, 11\ngovernance, 10 BuyICT platform, 30, 65\nNational Framework for AI Assurance in\n Source: `other-pdfs/DTA-20Annual-20Report-202024-25-20r2.pdf (https://www.dta.gov.au/sites/default/files/documents/2025-11/DTA%20Annual%20Report%202024-25%20r2.pdf)`\n- [Page 142]\nPART 5: APPENDICES\nF H\nFechner, Chris, xii, 2, 3–5, 7–8, 16, see also health and safety, 48\nCEO (Chief Executive Officer)\nhealth and wellbeing sessions, 47\nfinance law compliance, 43\nhuman resources, 45–49\nFinance portfolio, 6\nfinancial instruments, 98\nI\nfinancial performance overview, 60–61\nfinancial performance, 81–85 ICT Coordinated Procurement Special\nfinancial position, 86–92 Account, 60, 79, 94, 95\nfinancial statements, 67–101 ICT labour hire, 4, 63\nflexible working, 51 Implementation Plan, 17, 20, 21\nFraud and Corruption Control Plan inclusivity, 46, 48, 50\n2023–25, 43 independent auditor’s report, 68–69\nfreedom of information (FOI), 57, 65 independent committee members, 41–42\nfunding, 93–95 Indigenous Procurement Policy, 60, 65\nInformation Commissioner, 43\nG\ninquiries, 44\nIntegrated Digital Investment Plan (IDIP), 26\nGallagher, Senator the Hon Katy, 6\n Source: `other-pdfs/DTA-20Annual-20Report-202024-25-20r2.pdf (https://www.dta.gov.au/sites/default/files/documents/2025-11/DTA%20Annual%20Report%202024-25%20r2.pdf)`\n- Statement of Comprehensive Income\nBudget Underspend\nSuppliers\nEmployee and supplier costs were lower than anticipated due to Employee benefits\ndelays in: Revenue from Government\nStatement of Financial Position\nCyber Hubs activities in preparation for restructuring arrangements\nTrade and other receivables\nin 2023-24;\nStatement of Changes in Equity\nMyGov activities delayed in anticipation of outcomes of the user audit Retained surplus\ncompleted during the financial year; and Cash Flow Statement\nAppropriations\nDigital identity with budget moved to the 2024 financial year with a\nEmployees\nPGPA s51 reduction applied in 2022-23.\n Source: `annual-reports/2022-23.pdf (https://www.dta.gov.au/sites/default/files/documents/2025-05/Annual%20Report%202022-2023%20-%20final%20accessible_0.pdf)`\n- [Page 64]\nManagement and accountability\nagainst the ANAO audit recommendations to the Committee within 5 months of\nthe report being published and that our Audit Committee review the agency’s\nprocurement risk and internal procurement controls.\n Source: `annual-reports/2023-24.pdf (https://www.dta.gov.au/sites/default/files/documents/2025-05/Digital%20Transformation%20Agency%20Annual%20Report%202023-24%20%281%29.pdf)`\n\n## Corporate Values and Operating Culture\n\n- [Page 141]\nAppendix D: Alphabetical index Digital Transformation Agency\n05\nAnnual Report 2019–20\nservice design and delivery process, 23\nU\nServices Australia, 31, 35, 38, 47\nUnique Student Identifier, 38\nshared data see data sharing principles\nUnited Kingdom, 18\nfor digital identity system\nSingapore, 18, 49\nV\nsmall to medium enterprises\nvalues and behaviours, 55, 61\nparticipation in procurement, 3, 6,\nVietnam, 49\n44, 75–76\nsnapshot of activities 2019–20, 8–9\nSoftware Marketplace, 44 W\nweb analytics, 36\nsourcing see procurement (government)\nwebsite address (DTA), inside front cover\nsourcing advice see ICT – information\nWhatsApp channel, 17, 48\nand communications technology\nwhole-of-government agreements, 46\n(across government)\nwhole-of-government architecture\nSouth Australia, 48\nproject, 5, 34\nspatial data, 36\nwhole-of-government environment, 6\nstaff see human resources\n Source: `annual-reports/2019-20.pdf (https://www.dta.gov.au/sites/default/files/documents/2025-05/dta_Annual_Report_2019-2020_revised.pdf)`\n- [Page 145]\nDigital Transformation Agency\n05\nAnnual Report 2020–21\nstudy assistance, 71\nS\nStyle Manual digital edition, 28, 45\nsalaries see remuneration\nsavings\nT\nEnhanced myGov time savings, 39\ngovernment procurement, 47, 76 Team DTA, 67, see also employees\nSecretaries Digital Committee, 21, 31, technology strategy (DTA) see ICT –\n34, 56 information and communications\ntechnology (DTA)\nSenate Estimates, 66\nTelecommunications Marketplace, 40\nSenate inquiries, 65\nterminology (glossary), 127\nSenior Executive Service (SES) officers\nemployment arrangements, 69, 70–71 terminology, service design and delivery\nkey management personnel, 123 process, 25\nnumbers, 61 Thorpe, Jonathan, 18\nremuneration, 69, 70–71, 124–126\nToole, Karen, 62\nsenior leadership team, 14–19, 60, 61\ntraining see capability development\nSenior Officials Group, 52\nTrusted Digital Identity Framework, 49,\n Source: `annual-reports/2020-21.pdf (https://www.dta.gov.au/sites/default/files/documents/2025-05/DTA%20Annual%20Report%202020-21_Accessible%20FINAL.pdf)`\n- [pages 145,146,148]\nTrusted Digital Identity Framework, 49,\nservice design and delivery process, 25 see also Digital Identity\nServices Australia, 11, 33, 36, 40, 48\nSingapore Smart Nation and Digital U\nGovernment Office, 51 Unique Student Identifier, 36\nSkills for the Information Age (SFIA) user experience, 5\nFoundation, 55\nsmall to medium enterprises participation V\nin procurement, 3, 42, 79–80\nvalues and behaviours, 61, 67\nSoftware Marketplace, 40\nvideo conferencing, 72\nsourcing see procurement (government)\nstaff see employees W\nstakeholder engagement, 3, 5, 6, waste management, 73\n20–21, 29, 31, 48–56, see also\nweb analytics, 46, 54, see also Gov.au\ncollaboration\nObservatory\nstate and territory government\nwebsite address (DTA), inside front cover\ncollaboration, 5, 20, 49, 50, 53, 54\nWhatsApp channel, 7\n135\n Source: `annual-reports/2020-21.pdf (https://www.dta.gov.au/sites/default/files/documents/2025-05/DTA%20Annual%20Report%202020-21_Accessible%20FINAL.pdf)`\n- [Page 135]\nAppendix D: Alphabetical index Digital Transformation Agency\n05\nAnnual Report 2019–20\nAppendix D: Alphabetical index\nA audits\nabbreviations and acronyms, 124 ANAO financial statements audit,\naccessibility, 63 72, 80–81\naccountability, 59 ANAO performance audits, 59\naccountable authority, 22 see also Chief internal, 58\nExecutive Officer AUSkey, 38\nAccountable Authority Instructions, 57, 75 AusTender, 75\naccountable authority statement, 22 Australia Post Digital iD, 38\naddress and contact details, inside front australia.gov.au, 2, 5, 17, 48\ncover Australian Bureau of Statistics, 28\nadministrative tribunal decisions, 59 Australian Capital Territory Government,\nadvertising and market research, 77 30, 47\nagencies see stakeholder engagement Australian Computer Society, 47, 49\nAlexander, Peter, 14 Australian Cyber Security Centre, 18\n Source: `annual-reports/2019-20.pdf (https://www.dta.gov.au/sites/default/files/documents/2025-05/dta_Annual_Report_2019-2020_revised.pdf)`\n- [Page 140]\nDigital Transformation Agency Appendices\n05\nAnnual Report 2019–20\nPriority 3: Deliver a program of whole-of-government agreements, 6\ndigital and ICT capability PRODA (Services Australia Provider\nimprovement, 25, 39–46 Digital Access), 38\nPriority 4: Drive collaboration program see outcome and program\nand partnerships to enable Protected Utility Blueprint, 6, 26, 32\nand accelerate the digital Public Governance, Performance and\ntransformation of government Accountability Act 2013, ii, 22, 54,\nservices, 24, 47–49 58, 75\nsnapshot of activities 2019–20, 8–9 Public Service Act 1999, 55\nstatement of preparation, 22 determinations under section 24(1),\nsummary, 24–25 64, 65\nterminology, 23 purpose statement, vi, 10, 22\nsee also environmental performance;\nfinancial performance\nQ\nperformance reporting framework, 23\nQueensland Government, 47\nplans and planning, 61\n Source: `annual-reports/2019-20.pdf (https://www.dta.gov.au/sites/default/files/documents/2025-05/dta_Annual_Report_2019-2020_revised.pdf)`\n- [Page 65]\nDigital Transformation Agency\n02\nAnnual Report 2020–21\nTarget for 2020–21 Results\n4.1 Our work increases APS Digital Professional Stream\ncooperation and\n• We have continued to work closely with the Skills\nconsistent approaches\nfor the Information Age (SFIA) Foundation and our\nacross all levels of\nCEO participated as the Australian Government\ngovernment, and\nrepresentative on the SFIA Board.\nincreases collaboration\n• We have secured a whole-of-economy SFIA licence.\nnationally and\nThis licence will enable all levels of the public\ninternationally, as well\nand private sectors, including academia and the\nas with industry and\nnot-for-profit sector, to use SFIA, encouraging a level of\nother stakeholder\nconsistency across the economy and enabling service\ngroups (continued).\nproviders to better understand and support the uplift of\ndigital capability.\n Source: `annual-reports/2020-21.pdf (https://www.dta.gov.au/sites/default/files/documents/2025-05/DTA%20Annual%20Report%202020-21_Accessible%20FINAL.pdf)`\n- [Page 140]\nDigital Transformation Agency Appendices\n05\nAnnual Report 2020–21\nDigital Professional Stream, 3, 7, 28, 29,\nD\n43–44, 55\nData and Digital Ministers’ Meeting,\ndigital service delivery, 5\n50, 52\nDigital Service Standard, 28, 46\ndata centre services, 6, 32\nDigital Skills Organisation, 55\nde Wet, George-Philip, 19\nDigital Summit and Awards, 7, 28, 44\ndefinitions (glossary), 127\nDigital Transformation Agency\nDepartment of Defence, 33, 40\nachievements, 2–3, see also\nDepartment of Education, Skills and\nperformance report\nEmployment, 39\nagency structure, 12–13\nDepartment of Home Affairs, 33, 40 history, 11\nmachinery of government changes,\nDepartment of the Prime Minister and\n8, 11, 57, 66\nCabinet see Prime Minister and\noperating environment, 20\nCabinet portfolio\noverview, 2–21\nDeputy Chief Executive Officer and\nportfolio membership, 8, 11\nChief Operating Officer, 15\n Source: `annual-reports/2020-21.pdf (https://www.dta.gov.au/sites/default/files/documents/2025-05/DTA%20Annual%20Report%202020-21_Accessible%20FINAL.pdf)`\n- [Page 122]\nAppendices\nR stakeholders, 14, see also collaboration\nReconciliation Action Plan, 53 state and territory government\ncollaboration, 7, 25\nremuneration, 57–58\nstrategic and policy leadership, 20\nAudit Committee, 45\nstrategic planning (government) see\nkey management personnel, 102–105\nDigital Government Strategy\nresources and expenses for outcome,\n63–64 study assistance, 52\nrisk management, 46 T\nRobert, Hon Stuart, 10 terminology (glossary), 106\nrole and functions DTA, 10 Thodey, David, 23\nS Toole, Karen, 45\nsalaries see remuneration Trusted Digital Identity Framework, 7,\n22, 28\nsavings in government procurement,\n35, 62 U\nSecretaries’ Board, 23 user needs, defined, 106\nSecretaries’ Digital Committee, 14, 20 V\nSenate estimates, 47 values and behaviours, 51\nSenate inquiries, 47 W\nsenior executives, 11–13, 54 waste management, 59\n Source: `annual-reports/2021-22.pdf (https://www.dta.gov.au/sites/default/files/documents/2025-05/Annual%20Report%202021-2022%20-%20ACCESSIBLE%20VERSION%20%281%29.pdf)`\n\n## Global Ideas and Case Study Inputs\n\nGlobal source texts are available for later idea synthesis:\n- `global-intelligence/source-text/association-worldbank.org-governance.txt`\n- `global-intelligence/source-text/association-worldbank.org-public-financial-management.txt`\n- `global-intelligence/source-text/consulting-deloitte.com-government-public.txt`\n- `global-intelligence/source-text/university-ash.harvard.edu-Harvard-Kennedy-School-Ash-Center.txt`\n\n## Source Artifacts Used\n\n- `corporate-plans/2025-26.pdf` - corporate-plans - https://www.dta.gov.au/sites/default/files/documents/2025-09/25-0179%20corporate%20plan%2025-26%20layout%20FINAL.pdf\n- `annual-reports/2019-20.pdf` - annual-reports - https://www.dta.gov.au/sites/default/files/documents/2025-05/dta_Annual_Report_2019-2020_revised.pdf\n- `annual-reports/2020-21.pdf` - annual-reports - https://www.dta.gov.au/sites/default/files/documents/2025-05/DTA%20Annual%20Report%202020-21_Accessible%20FINAL.pdf\n- `annual-reports/2021-22.pdf` - annual-reports - https://www.dta.gov.au/sites/default/files/documents/2025-05/Annual%20Report%202021-2022%20-%20ACCESSIBLE%20VERSION%20%281%29.pdf\n- `annual-reports/2022-23.pdf` - annual-reports - https://www.dta.gov.au/sites/default/files/documents/2025-05/Annual%20Report%202022-2023%20-%20final%20accessible_0.pdf\n- `annual-reports/2023-24.pdf` - annual-reports - https://www.dta.gov.au/sites/default/files/documents/2025-05/Digital%20Transformation%20Agency%20Annual%20Report%202023-24%20%281%29.pdf\n- `pages/about.html` - pages - https://www.dta.gov.au/who-we-are-and-what-we-offer\n- `pages/announcements-index.html` - pages - https://www.dta.gov.au/articles/new-central-register-ai-transparency-statements-commonwealth-entities\n- `pages/annual-reports-index.html` - pages - https://www.dta.gov.au/annual-reporting/annual-reports\n- `pages/annual-reports-index__00.html` - pages - https://www.dta.gov.au/sites/default/files/documents/2025-05/Digital%20Transformation%20Agency%20Annual%20Report%202023-24%20%281%29.pdf\n- `pages/annual-reports-index__01.html` - pages - https://www.dta.gov.au/sites/default/files/documents/2025-05/Annual%20Report%202022-2023%20-%20final%20accessible_0.pdf\n- `pages/annual-reports-index__02.html` - pages - https://www.dta.gov.au/sites/default/files/documents/2025-05/Annual%20Report%202021-2022%20-%20ACCESSIBLE%20VERSION%20%281%29.pdf\n- `pages/annual-reports-index__03.html` - pages - https://www.dta.gov.au/sites/default/files/documents/2025-05/DTA%20Annual%20Report%202020-21_Accessible%20FINAL.pdf\n- `pages/annual-reports-index__04.html` - pages - https://www.dta.gov.au/sites/default/files/documents/2025-05/dta_Annual_Report_2019-2020_revised.pdf\n- `pages/annual-reports-index__05.html` - pages - https://www.dta.gov.au/sites/default/files/documents/2025-05/dta-annual-report-2018-19-revised-7-Nov-19.pdf\n- `pages/annual-reports-index__06.html` - pages - https://www.dta.gov.au/sites/default/files/documents/2025-05/18459%20DTA%20-%20Annual%20Report%202017%E2%80%9318-wcag%20%283%29.pdf\n- `pages/annual-reports-index__07.html` - pages - https://www.dta.gov.au/sites/default/files/documents/2025-05/dta-annual-report-2016-17-wcag.pdf\n- `pages/annual-reports-index__08.html` - pages - https://www.dta.gov.au/sites/default/files/documents/2025-05/dto-annual-report-2015-16.pdf\n- `pages/annual-reports-index__09.html` - pages - https://www.dta.gov.au/annual-reporting/annual-reports/annual-report-2024-25\n- `pages/annual-reports-index__10.html` - pages - https://www.dta.gov.au/annual-reporting/annual-reports/annual-report-2023-24\n- `pages/annual-reports-index__11.html` - pages - https://www.dta.gov.au/annual-reporting/annual-reports/annual-report-2022-23\n- `pages/annual-reports-index__12.html` - pages - https://www.dta.gov.au/annual-reporting/annual-reports/annual-report-2021-22\n- `pages/annual-reports-index__13.html` - pages - https://www.dta.gov.au/annual-reporting/annual-reports/annual-report-2020-21\n- `pages/annual-reports-index__14.html` - pages - https://www.dta.gov.au/annual-reporting/annual-reports/annual-report-2019-20\n- `pages/annual-reports-index__15.html` - pages - https://www.dta.gov.au/annual-reporting/annual-reports/annual-report-2018-19\n- `pages/annual-reports-index__16.html` - pages - https://www.dta.gov.au/annual-reporting/annual-reports/annual-report-2017-18\n- `pages/annual-reports-index__17.html` - pages - https://www.dta.gov.au/annual-report-2016-17\n- `pages/annual-reports-index__18.html` - pages - https://www.dta.gov.au/annual-reporting/annual-reports/annual-report-2015-16\n- `pages/corporate-plans-index.html` - pages - https://www.dta.gov.au/annual-reporting/corporate-plans\n- `pages/corporate-plans-index__19.html` - pages - https://www.dta.gov.au/corporate-plan-2025-26\n- `pages/corporate-plans-index__20.html` - pages - https://www.dta.gov.au/sites/default/files/documents/2025-09/25-0179%20corporate%20plan%2025-26%20layout%20FINAL.pdf\n- `pages/corporate-plans-index__21.html` - pages - https://www.dta.gov.au/corporate-plan-2024-25\n- `pages/corporate-plans-index__22.html` - pages - https://www.dta.gov.au/corporate-plan-2023-24\n- `pages/corporate-plans-index__23.html` - pages - https://www.dta.gov.au/corporate-plan-2022-23\n- `pages/corporate-plans-index__24.html` - pages - https://www.dta.gov.au/corporate-plan-2021-22\n- `pages/corporate-plans-index__25.html` - pages - https://www.dta.gov.au/corporate-plan-2020-21\n- `pages/corporate-plans-index__26.html` - pages - https://www.dta.gov.au/corporate-plan-2019-23\n- `pages/corporate-plans-index__27.html` - pages - https://www.dta.gov.au/corporate-plan-2018-22\n- `pages/corporate-plans-index__28.html` - pages - https://www.dta.gov.au/corporate-plan-2017-21\n- `pages/corporate-plans-index__29.html` - pages - https://www.dta.gov.au/corporate-plan-2017-20\n- `pages/homepage.html` - pages - https://www.dta.gov.au\n- `pages/leadership.html` - pages - https://www.dta.gov.au/who-we-are/our-people\n- `pages/ministerial-releases-index.html` - pages - https://www.dta.gov.au/ministerial-content\n- `pages/news-latest.html` - pages - https://www.dta.gov.au/news\n- `pages/strategies-index.html` - pages - https://www.dta.gov.au/transparency/commonwealth-child-safety-framework\n- `pages/structure.html` - pages - https://www.dta.gov.au/who-we-are/organisational-structure\n- `global-intelligence/source-text/association-worldbank.org-governance.txt` - global-intelligence - local file\n- `global-intelligence/source-text/association-worldbank.org-public-financial-management.txt` - global-intelligence - local file\n- `global-intelligence/source-text/consulting-deloitte.com-government-public.txt` - global-intelligence - local file\n- `global-intelligence/source-text/university-ash.harvard.edu-Harvard-Kennedy-School-Ash-Center.txt` - global-intelligence - local file\n- `other-pdfs/DTA-20Annual-20Report-202024-25-20r2.pdf` - other-pdfs - https://www.dta.gov.au/sites/default/files/documents/2025-11/DTA%20Annual%20Report%202024-25%20r2.pdf\n- `other-pdfs/DTA_Orgchart_digital-20Ver.05.05.2026.pdf` - other-pdfs - https://www.dta.gov.au/sites/default/files/documents/2026-05/DTA_Orgchart_digital%20Ver.05.05.2026.pdf\n\n## Gaps To Fix\n\n- No major source gaps detected by the deterministic checks.", "legislation_md": "# Digital Transformation Agency — Legislation Administered\n\n**Generated**: 2026-05-13T03:02:17+00:00\n**Source**: LLM extraction (nova-micro) from latest annual report and corporate plan\n**Tokens**: 26,646 in / 607 out · cost: $0.00102\n\n> Acts and instruments this entity administers or has primary responsibility for.\n> Excludes generic gov-wide compliance Acts (PGPA, Public Service Act, FOI, Privacy, etc.).\n\n**Source documents fed to the model**:\n- Annual report: `annual-reports\\2023-24.txt`\n- Corporate plan: `corporate-plans\\2025-26.txt`\n\n## 6 laws administered\n\n| Title | Year | Type | What this entity does under it |\n|---|---|---|---|\n| [Digital and ICT Investment Oversight Framework (IOF)](https://www.legislation.gov.au/search?query=Digital%20and%20ICT%20Investment%20Oversight%20Framework%202023) | 2023 | Framework | The DTA oversees digital investments throughout their lifecycle. |\n| [Data and Digital Government Strategy](https://www.legislation.gov.au/search?query=Data%20and%20Digital%20Government%20Strategy%202023) | 2023 | Strategy | The DTA co-delivers the Data and Digital Government Strategy and Implementation Plan. |\n| [Digital Experience Policy](https://www.legislation.gov.au/search?query=Digital%20Experience%20Policy%202024) | 2024 | Policy | The DTA sets standards to enhance the design, delivery, and performance of government digital services. |\n| [Benefits Management Policy](https://www.legislation.gov.au/search?query=Benefits%20Management%20Policy%202024) | 2024 | Policy | The DTA ensures that government digital investments meet their objectives. |\n| [National Framework for AI Assurance in Government](https://www.legislation.gov.au/search?query=National%20Framework%20for%20AI%20Assurance%20in%20Government%202024) | 2024 | Framework | The DTA sets the foundation for a unified approach to AI assurance. |\n| [Digital Service Standard 2.0](https://www.legislation.gov.au/search?query=Digital%20Service%20Standard%202.0%202023) | 2023 | Standard | The DTA provides clear, quality guidance for creating dependable and effective digital government services. |", "global_initiatives_md": "# Digital Transformation Agency — Global Initiatives Catalogue\n\n## Focus areas\n- Digital and ICT investment portfolio management\n- Digital and ICT strategic sourcing and contracts\n- Digital transformation strategy leadership\n- Digital government maturity and performance\n\n## Digital and ICT investment portfolio management\n\n### Digital Investment Framework (DIF)\n**Jurisdiction**: UK\n**Run by**: Cabinet Office\n**Year**: 2016\n**Status**: Active\n**What it does (2–3 sentences)**: The DIF provides a comprehensive framework for managing digital investments across government, ensuring alignment with strategic objectives and efficient use of resources.\n**Why it matters to Australia (1–2 sentences)**: Australia could adopt a similar framework to better align its digital investments with government priorities and improve efficiency.\n**Find more**: [Digital Investment Framework](https://www.google.com/search?q=Digital+Investment+Framework+UK)\n\n### Federal Enterprise Architecture (FEA)\n**Jurisdiction**: USA\n**Run by**: General Services Administration (GSA)\n**Year**: 2014\n**Status**: Active\n**What it does (2–3 sentences)**: The FEA provides a shared framework for federal agencies to manage their digital investments, ensuring consistency and interoperability across systems.\n**Why it matters to Australia (1–2 sentences)**: The FEA offers a model for Australia to standardize its digital investment management across government departments.\n**Find more**: [Federal Enterprise Architecture](https://www.google.com/search?q=Federal+Enterprise+Architecture+USA)\n\n### Digital Government Strategy (DGS)\n**Jurisdiction**: Canada\n**Run by**: Treasury Board of Canada Secretariat (TB)\n**Year**: 2017\n**Status**: Active\n**What it does (2–3 sentences)**: The DGS outlines Canada’s approach to digital transformation, focusing on improving service delivery, data management, and IT infrastructure.\n**Why it matters to Australia (1–2 sentences)**: Australia can learn from Canada’s comprehensive approach to digital government transformation and service delivery.\n**Find more**: [Digital Government Strategy Canada](https://www.google.com/search?q=Digital+Government+Strategy+Canada)\n\n### Digital Services Catalogue (DSC)\n**Jurisdiction**: EU\n**Run by**: European Commission\n**Year**: 2016\n**Status**: Active\n**What it does (2–3 sentences)**: The DSC is a repository of digital services used by EU institutions, promoting transparency, efficiency, and innovation in digital procurement.\n**Why it matters to Australia (1–2 sentences)**: The DSC provides a model for Australia to improve transparency and efficiency in its digital procurement processes.\n**Find more**: [Digital Services Catalogue EU](https://www.google.com/search?q=Digital+Services+Catalogue+EU)\n\n## Digital and ICT strategic sourcing and contracts\n\n### BuyICT\n**Jurisdiction**: New Zealand\n**Run by**: Crown Procurement Agency\n**Year**: 2016\n**Status**: Active\n**What it does (2–3 sentences)**: BuyICT is a government procurement portal that streamlines the purchasing of ICT services and products, making it easier for agencies to find and acquire necessary digital solutions.\n**Why it matters to Australia (1–2 sentences)**: Australia can adopt a similar portal to simplify and standardize its ICT procurement processes.\n**Find more**: [BuyICT](https://www.google.com/search?q=BuyICT+New+Zealand)\n\n### Government Technology Acquisition Framework (GTAF)\n**Jurisdiction**: USA\n**Run by**: General Services Administration (GSA)\n**Year**: 2018\n**Status**: Active\n**What it does (2–3 sentences)**: The GTAF provides a streamlined approach for federal agencies to procure technology solutions, ensuring compliance with federal standards and promoting efficiency.\n**Why it matters to Australia (1–2 sentences)**: The GTAF offers a structured model for Australia to improve its technology acquisition processes and compliance with standards.\n**Find more**: [Government Technology Acquisition Framework](https://www.google.com/search?q=Government+Technology+Acquisition+Framework+USA)\n\n### ICT Procurement Framework\n**Jurisdiction**: Singapore\n**Run by**: Government Technology Agency (GTA)\n**Year**: 2015\n**Status**: Active\n**What it does (2–3 sentences)**: The ICT Procurement Framework helps Singapore’s public sector streamline the procurement of ICT services and products, ensuring best practices and efficiency.\n**Why it matters to Australia (1–2 sentences)**: Australia can learn from Singapore’s efficient procurement processes and best practices in ICT procurement.\n**Find more**: [ICT Procurement Framework Singapore](https://www.google.com/search?q=ICT+Procurement+Framework+Singapore)\n\n## Digital transformation strategy leadership\n\n### Digital Transformation Strategy\n**Jurisdiction**: UK\n**Run by**: Cabinet Office\n**Year**: 2016\n**Status**: Active\n**What it does (2–3 sentences)**: The UK’s Digital Transformation Strategy outlines the government’s approach to leveraging digital technologies to improve public services and efficiency.\n**Why it matters to Australia (1–2 sentences)**: Australia can adopt a similar strategy to enhance its digital transformation efforts and improve public service delivery.\n**Find more**: [Digital Transformation Strategy UK](https://www.google.com/search?q=Digital+Transformation+Strategy+UK)\n\n### Digital Government Strategy\n**Jurisdiction**: Singapore\n**Run by**: Smart Nation and Digital Government Agency (DGA)\n**Year**: 2014\n**Status**: Active\n**What it does (2–3 sentences)**: Singapore’s Digital Government Strategy focuses on leveraging technology to create a smarter, more efficient, and responsive government.\n**Why it matters to Australia (1–2 sentences)**: Australia can learn from Singapore’s comprehensive digital government strategy to enhance its own transformation efforts.\n**Find more**: [Digital Government Strategy Singapore](https://www.google.com/search?q=Digital+Government+Strategy+Singapore)\n\n### Digital Transformation Office (DTO)\n**Jurisdiction**: Canada\n**Run by**: Treasury Board of Canada Secretariat (TB)\n**Year**: 2017\n**Status**: Active\n**What it does (2–3 sentences)**: The DTO leads Canada’s digital transformation efforts, focusing on modernizing government services and improving citizen engagement through digital channels.\n**Why it matters to Australia (1–2 sentences)**: Australia can adopt a similar office to drive its digital transformation initiatives and enhance service delivery.\n**Find more**: [Digital Transformation Office Canada](https://www.google.com/search?q=Digital+Transformation+Office+Canada)\n\n## Digital government maturity and performance\n\n### Digital Maturity Model\n**Jurisdiction**: OECD\n**Run by**: Organisation for Economic Co-operation and Development (OECD)\n**Year**: 2016\n**Status**: Active\n**What it does (2–3 sentences)**: The OECD Digital Maturity Model assesses the digital maturity of governments, providing a framework to measure and improve digital capabilities and performance.\n**Why it matters to Australia (1–2 sentences)**: Australia can use the OECD model to benchmark its digital maturity and identify areas for improvement.\n**Find more**: [OECD Digital Maturity Model](https://www.google.com/search?q=OECD+Digital+Maturity+Model)\n\n### Digital Government Index\n**Jurisdiction**: World Bank\n**Run by**: World Bank Group\n**Year**: 2019\n**Status**: Active\n**What it does (2–3 sentences)**: The Digital Government Index measures the extent to which countries are leveraging digital technologies to improve government services and efficiency.\n**Why it matters to Australia (1–2 sentences)**: Australia can use the index to benchmark its digital government performance and identify best practices from other countries.\n**Find more**: [World Bank Digital Government Index](https://www.google.com/search?q=World+Bank+Digital+Government+Index)\n\n*Note: These are LLM-knowledge claims, not scraped sources — verify before citing publicly.*", "strategy": { "reporting_period": "2023-24", "corporate_plan_period": "2025-26", "vision": "Driving a digital government.", "vision_source_page": 7, "purposes": "We're the Australian Government's trusted advisor on digital and ICT transformation.", "purposes_source_page": 7, "how_we_deliver": null, "how_we_deliver_source_page": null, "government_priorities": [], "outcomes": [ { "name": "Outcome 1 – Support the government's digital transformation, and simplify processes, increase realised value, reduce costs and generate reuse opportunities through strategic and policy leadership, advice, strategic coordination and oversight of digital and ICT investment, and management of whole-of-government digital and ICT procurement.", "description": "Program 1.1 – The objective of this program is to provide strategic and policy leadership and investment advice as a trusted advisor on digital and ICT investment decisions through oversight to drive government digital transformation that delivers benefits to all Australians.", "key_activities": [], "source_page": 12 } ], "values": [ "Collaboration: We work together to achieve our goals.", "Respect: We make everyone feel safe, supported and included.", "Transparency: We build trust by 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." ], "values_framework_name": null, "kpi_targets_2025_26": [ { "code": "1", "measure": "Annual review to measure the influence and impact of the DTA's leadership of the digital transformation agenda through the Data and Digital Government Strategy (DDGS).", "target": "100%", "source_page": 17 }, { "code": "2", "measure": "Percentage of digital investments identified by the DTA as in-scope for the Digital and ICT IOF which have an agreed assurance plan in place.", "target": "75%", "source_page": 17 }, { "code": "3", "measure": "Percentage of significant investment proposals that have implemented DTA's recommendations to use appropriate DCM (Domain and Capability Model) categorisation as per the AGA.", "target": "50%", "source_page": 17 }, { "code": "4", "measure": "Percentage of stakeholders surveyed who are satisfied or highly satisfied with the Integrated Digital Investment Plan.", "target": "60%", "source_page": 17 }, { "code": "5", "measure": "Digital Investment Overview prepared and submitted to government for Budget and Mid-Year Economic and Fiscal Outlook (MYEFO) cycles.", "target": "100%", "source_page": 17 }, { "code": "6", "measure": "Average score from stakeholders on the quality and timeliness of advice provided by the DTA in the assessment of their digital investment proposal.", "target": "80%", "source_page": 17 }, { "code": "7", "measure": "Percentage of buyers and sellers participating in the DTA's marketplaces who report it was easy or very easy to complete their task on BuyICT.", "target": "70%", "source_page": 18 }, { "code": "8", "measure": "Percentage of at-risk projects receiving support from the DTA in applying the escalation protocols under the Assurance Framework for Digital and ICT Investments (including support at the 'triage' stage).", "target": "60%", "source_page": 18 }, { "code": "9", "measure": "Percentage of participants in training for Senior Responsible Officials who report increased confidence in contributing effectively on a governance board for a digital investment following completion of the Senior Responsible Official (SRO) training program.", "target": "75%", "source_page": 18 }, { "code": "10", "measure": "Positive rating from staff to the agency's APS Census to: 'My workgroup has the appropriate skills, capabilities and knowledge to perform well'.", "target": "75% or above", "source_page": 19 }, { "code": "11", "measure": "Percentage of initiatives on the DTA's Digital Strategy (internal) and roadmap which are either delivered or on-track.", "target": "80%", "source_page": 19 } ], "kpi_results_2024_25": [], "kpi_results_2023_24": [ { "code": "1.1", "measure": "The Australian Government Architecture is a decision-making and policy framework that helps agencies develop scalable, secure and resilient digital capabilities.", "result": "314 new pieces of content developed and published within the AGA Domain and Capability Model", "status": "Achieved", 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