Of the 17 continuing Tier 1 and 2 projects that reported delivery confidence in February 2024, 11 projects either maintained or dropped in delivery confidence to Medium or lower in February 2025. These projects are routinely managing 3 or more delivery challenges that affected their assessments. Common trends include: financial pressures; scope complexities; resourcing constraints; tight schedules; technical issues; and a need to improve project management maturity.
While the goal is to see DCAs improving over time, it is common for delivery issues to worsen before they improve, especially when complex technical issues are involved. Some projects reporting lower DCAs are depending on the successful delivery of other projects as part of a wider reform program. While they have been closely monitoring delivery, setbacks in other projects can result in these projects being delayed, as key components required to stay on track become unavailable when needed.
Reforms supporting success – using new ways of collecting data to enable timely support and course corrections
In July 2024, the DTA began a Project Data Reporting Standard (PDRS) trial. The trial is testing a new approach to enable more seamless and timely central tracking of project performance across the Australian Government, using ‘natural systems’.
Using ‘natural systems’ means project data is collected from internal reporting projects are preparing for their governance boards, rather than requiring agencies to prepare specific reporting for central tracking purposes.
This approach is:
improving the quality of reporting and advice the DTA can provide to stakeholders across the Australian Government – including by enabling data to be collected more frequently
supporting decision-making by ensuring digital governance boards consistently have the minimum necessary information required to enable good decisions (a condition of the trial is that a minimum set of information must be provided to the board)
improving the experience of agencies providing data to the DTA in our oversight role.
The trial is enabling more timely and effective central oversight of digital projects, helping ensure support can be provided where it needed most and at the earliest stage when the chance of charting a course back to green is greatest.
Stronger anti-scam collaboration 5,000 scam websites taken down $31 million in losses likely prevented
Summary
The National Anti-Scam Centre (NASC) is uniting industry and government to make Australia a harder target for scammers.
Australians have lost billions of dollars to scams. In 2022, over 500,000 reported scams caused losses of $3.1 billion. In 2023, reported losses decreased to $2.74 billion but this amount, along with the emotional and psychological harms caused by scams, remains too high. The Australian Government established the National Anti-Scam Centre in mid-2023 to make Australia a harder target for scammers. The Centre combines global insights and domestic collaboration across government, law enforcement, consumer organisations and industry to promote stronger awareness and prevention of scams, and directly disrupt scam activity.
The Australian Government invested $80 million to set up the NASC to:
facilitate sharing of actionable scam intelligence with government and industry partners
directly disrupt scammers and scam attempts
coordinate fusion cells (time-limited public-private taskforces) and scam disruption across government, law enforcement and industry
alert, educate, and inform the public on scam trends and protection measures
collate, identify and publish trends in scam data.
Data sharing partnership takes down scam websites
The NASC and Australian Securities and Investments Commission (ASIC) are partnering on automated data sharing through an Application Programming Interface (API). Consumers report scams to the NASC, which collates and identifies scam data to be shared directly with ASIC. Scam websites verified as malicious through this process are referred to a takedown service.
This partnership has already taken down more than 5,000 malicious scam websites. Based on the average financial loss per scam website, this prevented Australians potentially losing $31 million to scammers.
The NASC is building on this work by developing similar API- based and other data sharing partnerships with financial institutions, digital platforms, law enforcement agencies and telecommunications providers.
"Partnership between and across government and industry is at the heart of the NASC’s mission. We can only succeed in making Australia a harder target for scammers through effective collaboration. ASIC also recognised this, and together we have built a partnership that has already stopped Australians losing potentially millions of dollars to investment scams. It is precisely this kind of impactful work the NASC is progressing, to deliver the positive community outcomes Australians expect – and need – from us."
Sarah Proudfoot, Senior Responsible Official
First fusion cell targets investment scams
In a complementary and important aspect of this partnership, the first NASC fusion cell focused on the profiles and practices of investment scams, and how best to disrupt them. This led to positive support and evidence for several measures, including pursuing website takedowns for investment scams.
Work to improve reporting and disruption
The NASC is also developing new tools and connecting reporting systems to make it easier for people to report scams. This will allow the NASC to quickly disrupt criminals and deter other scammers from using similar methods, so no other Australians fall victim to their practices.
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Australian Competition and Consumer Commission (ACCC): National Anti-Scam Centre safeguards consumers from scams
Stronger anti-scam collaboration 5,000 scam websites taken down $31 million in losses likely prevented
Summary
The National Anti-Scam Centre (NASC) is uniting industry and government to make Australia a harder target for scammers.
Australians have lost billions of dollars to scams. In 2022, over 500,000 reported scams caused losses of $3.1 billion. In 2023, reported losses decreased to $2.74 billion but this amount, along with the emotional and psychological harms caused by scams, remains too high. The Australian Government established the National Anti-Scam Centre in mid-2023 to make Australia a harder target for scammers. The Centre combines global insights and domestic collaboration across government, law enforcement, consumer organisations and industry to promote stronger awareness and prevention of scams, and directly disrupt scam activity.
The Australian Government invested $80 million to set up the NASC to:
facilitate sharing of actionable scam intelligence with government and industry partners
directly disrupt scammers and scam attempts
coordinate fusion cells (time-limited public-private taskforces) and scam disruption across government, law enforcement and industry
alert, educate, and inform the public on scam trends and protection measures
collate, identify and publish trends in scam data.
Data sharing partnership takes down scam websites
The NASC and Australian Securities and Investments Commission (ASIC) are partnering on automated data sharing through an Application Programming Interface (API). Consumers report scams to the NASC, which collates and identifies scam data to be shared directly with ASIC. Scam websites verified as malicious through this process are referred to a takedown service.
This partnership has already taken down more than 5,000 malicious scam websites. Based on the average financial loss per scam website, this prevented Australians potentially losing $31 million to scammers.
The NASC is building on this work by developing similar API- based and other data sharing partnerships with financial institutions, digital platforms, law enforcement agencies and telecommunications providers.
"Partnership between and across government and industry is at the heart of the NASC’s mission. We can only succeed in making Australia a harder target for scammers through effective collaboration. ASIC also recognised this, and together we have built a partnership that has already stopped Australians losing potentially millions of dollars to investment scams. It is precisely this kind of impactful work the NASC is progressing, to deliver the positive community outcomes Australians expect – and need – from us."
Sarah Proudfoot, Senior Responsible Official
First fusion cell targets investment scams
In a complementary and important aspect of this partnership, the first NASC fusion cell focused on the profiles and practices of investment scams, and how best to disrupt them. This led to positive support and evidence for several measures, including pursuing website takedowns for investment scams.
Work to improve reporting and disruption
The NASC is also developing new tools and connecting reporting systems to make it easier for people to report scams. This will allow the NASC to quickly disrupt criminals and deter other scammers from using similar methods, so no other Australians fall victim to their practices.
Challenges and lessons learned
Projects that closed since February 2024 generally reported underspends. Those that went over budget reported issues including initial scoping not accounting for the full complexity of required work.
Some projects faced challenges in their ability to deliver against their original schedule due to delays getting bills introduced to Parliament, delays with equipment supply related to the COVID-19 pandemic, post-release issues that needed to be addressed, and additional enhancements that needed to be delivered to achieve expected outcomes.
Common lessons learned include:
allocating sufficient time to early planning pre- implementation (preparation) stages, including ensuring a deep understanding of current state processes
developing collaborative working relationships between stakeholders during scoping, delivery planning and decision-making – including efficient knowledge transfer and upskilling as needed
defining project scope in as much detail as possible, to avoid confusion in deliverables and align project outcomes with stakeholder expectations
enhancing financial management and budget control – including to enable tracking of earned value during implementation.
‘Lessons learned’ are often thought of as emerging from failures – but lessons from successful projects can be just as valuable. The DTA is systematically working to ensure project closure processes capture these lessons to ensure future projects have the best chance of success.
The importance of closure reports
Formal closure of a project is more than just the project finishing. Driving improved project performance over time requires careful consideration of how active projects have performed, and how what has been learned should change the way projects are designed and delivered in future. Strengthened central oversight has this ‘system learning’ at its centre with the DTA ensuring lessons aren’t just identified but rather systematically learned across all major digital projects through real change which makes the difference.
Project closure reports play a vital role in this ‘system learning’ and, as closure reports have varied in quality, a closure reporting standard has been developed to ensure consistency and maximise the value of these reports.
To formally close a project, agencies must provide a project closure report to all key stakeholders. However, some reports have included extensive information, requiring more resources than necessary, while others have not included enough information to accurately assess the project’s performance.
As a result, the DTA developed the Closure Reporting Standard for Digital and ICT-enabled projects. The standard provides a minimum and consistent set of information for reports based on 7 criteria – scope, schedule, budget, assurance, benefits realisation, transition arrangements, and lessons learned. By standardising closure reporting, the DTA is promoting best practice and providing the necessary information to evaluate completed projects and inform future investments.
The DTA is drawing on expertise from across the APS and working with the Australian Taxation Office to develop templates to support implementation of the standard.
Case study: Education and employment
Department of Employment and Workplace Relations: Improving data management for apprenticeships
At a glance
Tier 2 adms.australianapprenticeships.gov.au $39 million investment
Summary
The Apprenticeships Data Management System (ADMS) project streamlined apprenticeship programs, reduced the administrative burden for employers and apprentices, and improved data for decision-making.
The ADMS project was funded as part of the Skills Package in the October 2020 Budget. It aimed to replace an outdated system developed over 20 years ago that was no longer suitable for its intended purpose.
The old system created administrative burdens and operational inefficiencies that affected apprenticeship programs. Replacing it was necessary to make the program more efficient, provide better data for government decision-making, and reduce administrative tasks for employers and apprentices when claiming federal incentives.
This was achieved by implementing a modern ICT system that enhanced engagement with apprentices and employers and streamlined processes for providers to focus more on advisory services.
The project also improved cyber security, introduced consistent governance processes, and strengthened stakeholder relationships. These changes enable future projects to be set up faster and with lower delivery risk.
Overcoming challenges to delivery outcomes
The ADMS project encountered challenges due to pandemic-related adjustments, new subsidy schemes, policy changes, fragmented service delivery and integrating with 8 different state ICT systems. Nevertheless, ADMS was completed in 2024 on schedule and under budget, while exceeding the anticipated benefits.
ADMS enables governments to use better data to create sector-specific policies, improves experiences for apprentices and employers, and optimises services from support providers. This leads to more apprenticeship completions and greater visibility of the apprenticeship journey through data. In turn this benefits all Australians through financial savings, faster policy decisions and implementation, and flow-on benefits to areas like housing policy.
"The way that the system has been designed, I think it’s fantastic, it’s modern and it’s very easy to use. The way that’s been built is great."
"The speed of the system is really good. Lodging claims is just very quick and efficient, which is really nice."
"Moving forward, it will make our system, our processes a lot quicker."
ADMS providers
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Department of Employment and Workplace Relations: Improving data management for apprenticeships
At a glance
Tier 2 adms.australianapprenticeships.gov.au $39 million investment
Summary
The Apprenticeships Data Management System (ADMS) project streamlined apprenticeship programs, reduced the administrative burden for employers and apprentices, and improved data for decision-making.
The ADMS project was funded as part of the Skills Package in the October 2020 Budget. It aimed to replace an outdated system developed over 20 years ago that was no longer suitable for its intended purpose.
The old system created administrative burdens and operational inefficiencies that affected apprenticeship programs. Replacing it was necessary to make the program more efficient, provide better data for government decision-making, and reduce administrative tasks for employers and apprentices when claiming federal incentives.
This was achieved by implementing a modern ICT system that enhanced engagement with apprentices and employers and streamlined processes for providers to focus more on advisory services.
The project also improved cyber security, introduced consistent governance processes, and strengthened stakeholder relationships. These changes enable future projects to be set up faster and with lower delivery risk.
Overcoming challenges to delivery outcomes
The ADMS project encountered challenges due to pandemic-related adjustments, new subsidy schemes, policy changes, fragmented service delivery and integrating with 8 different state ICT systems. Nevertheless, ADMS was completed in 2024 on schedule and under budget, while exceeding the anticipated benefits.
ADMS enables governments to use better data to create sector-specific policies, improves experiences for apprentices and employers, and optimises services from support providers. This leads to more apprenticeship completions and greater visibility of the apprenticeship journey through data. In turn this benefits all Australians through financial savings, faster policy decisions and implementation, and flow-on benefits to areas like housing policy.
"The way that the system has been designed, I think it’s fantastic, it’s modern and it’s very easy to use. The way that’s been built is great."
"The speed of the system is really good. Lodging claims is just very quick and efficient, which is really nice."
"Moving forward, it will make our system, our processes a lot quicker."
ADMS providers
Image description
Diagram depicting the
The Agriculture and trade sector had 6 projects totalling a budget of $0.6 billion in February 2024 and 12 projects with a total budget $1.1 billion in February 2025.
The Education and employment sector had 12 projects totalling a budget of $1.0 billion in February 2024 and 11 projects with a total budget $0.5 billion in February 2025.
The Government sector had 9 projects totalling a budget of $0.6 billion in February 2024 and 12 projects with a total budget $1.2 billion in February 2025.
The Healthcare and aged care sector had 18 projects totalling a budget of $0.8 billion in February 2024 and 15 projects with a total budget $1.9 billion in February 2025.
The Industry, Infrastructure and Business sector had 10 projects totalling a budget of $0.3 billion in February 2024 and 11 projects with a total budget $1.7 billion in February 2025.
The safety of Australians sector had 11 projects totalling a budget of $1.4 billion in February 2024 and 15 projects with a total budget $1.9 billion in February 2025.
The Social services sector had 4 projects totalling a budget of $0.2 billion in February 2024 and 8 projects with a total budget $0.6 billion in February 2025.
The Tax and super sector had 5 projects totalling a budget of $0.3 billion in February 2024 and 5 projects with a total budget $0.8 billion in February 2025.
The Resources and environment sector had 14 projects totalling a budget of $0.9 billion in February 2024 and 21 projects with a total budget $4.2 billion in February.
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Diagram depicting the
The Agriculture and trade sector had 6 projects totalling a budget of $0.6 billion in February 2024 and 12 projects with a total budget $1.1 billion in February 2025.
The Education and employment sector had 12 projects totalling a budget of $1.0 billion in February 2024 and 11 projects with a total budget $0.5 billion in February 2025.
The Government sector had 9 projects totalling a budget of $0.6 billion in February 2024 and 12 projects with a total budget $1.2 billion in February 2025.
The Healthcare and aged care sector had 18 projects totalling a budget of $0.8 billion in February 2024 and 15 projects with a total budget $1.9 billion in February 2025.
The Industry, Infrastructure and Business sector had 10 projects totalling a budget of $0.3 billion in February 2024 and 11 projects with a total budget $1.7 billion in February 2025.
The safety of Australians sector had 11 projects totalling a budget of $1.4 billion in February 2024 and 15 projects with a total budget $1.9 billion in February 2025.
The Social services sector had 4 projects totalling a budget of $0.2 billion in February 2024 and 8 projects with a total budget $0.6 billion in February 2025.
The Tax and super sector had 5 projects totalling a budget of $0.3 billion in February 2024 and 5 projects with a total budget $0.8 billion in February 2025.
The Resources and environment sector had 14 projects totalling a budget of $0.9 billion in February 2024 and 21 projects with a total budget $4.2 billion in February.
Healthcare and aged care
15 active projects
$1.9B investment
Digital services are improving the health of Australians, including the care of older people. The 15 active projects in this sector, with a combined value of $1.9 billion, reflect the recent increase in government investment in this area.
Most of the funding ($1.2 billion) is for 9 projects to improve the aged care sector by implementing recommendations following the Royal Commission into Aged Care Quality and Safety in 2021. This includes:
improving ICT capabilities of federal agencies to enable more effective regulation of the aged care industry
delivering a modernised system that supports aged care service providers to provide the high quality, safe care that older people deserve
ensuring nurses are available at all residential care facilities and all aged care workers are registered on a national register
supporting the different levels of independence and care required by older Australians.
The remaining 6 projects ($0.6 billion) are delivering new and improved health services, completing digital transformation of internal systems, and producing better online portals for Australians to access services.
Safety of Australians
15 active projects
$1.9B investment
The government is protecting vulnerable Australians by investing in law enforcement and online safety through 15 active projects with a combined value of $1.9 billion, being delivered across 11 Commonwealth agencies.
These projects are safeguarding Australia by:
improving access to cross-border information and real-time risk data on dangerous individuals and organisations
enhancing data matching capability to reduce investigation time and improve the ability to combat organised crime
contributing to a national view of policing information and criminal intelligence
using machine learning and artificial intelligence to significantly improve Australia’s efforts to combat illicit activities such as money laundering and unauthorised imports
developing comprehensive registries and data lakes to store historical information to allow authorities to identify suspicious activity faster
automating border clearance and cargo processes to simplify government services while also improving security alerts and risk information.
Resources and the environment
21 active projects
$4.2B investment
The government is investing $4.2 billion in 21 projects to help protect and restore Australia’s vast and varied environment and manage the country’s natural resources.
This includes a long-term project ($3.4 billion) to comprehensively map Australia’s natural resources, including critical minerals and groundwater, to support the transition to net zero and enable responsible management of all resources. Another project (over $103 million) is helping to improve the management of water resources and responses to climate change impacts in the Murray-Darling Basin.
Another 9 projects (over $560 million) are leveraging data and technology to enable rapid action to address environmental changes. Data, information and analytics are being used to better manage and protect Australia’s natural heritage and streamline work on environmental and climate risk assessment projects. Significant investment is also supporting emissions reduction and renewable energy mechanisms.
A further 5 projects (over $85 million) are building the skills and data infrastructure needed to manage and monitor energy, water and diesel exhaust fluid markets and plan for future supply and demand.
Case study: Resources and the environment
Bureau of Meteorology (Bureau): Securing weather and climate data services
At a glance
A vital investment in the Bureau's nationally critical capabilities
The ROBUST Program has secured and strengthened the Bureau’s ICT operating environment, so it can continue to deliver critical services for all Australians.
The 7-year ROBUST Program improved system and network security, stability and resilience, following a cyber security breach and major outages in 2015 and early 2016. The program, which formally closed in June 2024, redesigned the Bureau’s legacy technology systems, related processes and software applications. This was essential to securely capture, manage and store Australian weather and climate data and provide it to governments, industry and the community.
Meeting challenges during implementation
The digital transformation involved multiple projects and technologies. It was a substantial effort that adapted to evolving circumstances. For example, national and state restrictions during the COVID-19 pandemic delayed observing equipment from international suppliers, limited staff mobility for site installations and acceptance testing, and restricted access to the technology workforce expertise and depth required.
The Bureau’s role as the system integrator was also complicated by the pandemic. The previously co-located workforce, which included integrated vendor and Bureau teams, became distributed and remote. This made it harder to identify risks early and lengthened the time needed to design, communicate and integrate solutions. Although new ways of working were developed to address each challenge, the adjustment period led to schedule delays, which increased costs.
Transforming a national asset
Despite the challenges, the Bureau was able to deliver the intended outcomes.
"The ROBUST Program has delivered secure, stable and resilient information and observing technologies for the Australian community, ensuring the Bureau can continue in its core mission of providing trusted, reliable and responsive weather, water, climate and ocean services for Australia – all day, every day."
Dr Andrew Johnson Bureau of Meteorology CEO
The ROBUST implementation has strengthened the Bureau’s defence against cyber attacks and improved staff security practices.
ICT infrastructure upgrades and new observation equipment have enhanced resilience and service continuity.
The program also stabilised ICT operations, increased automation, and launched a secure, resilient beta website with integrated data platforms – establishing the core technology platforms needed to meet current and future community service demands.
The 2024 mid-stage Gateway Review found that ‘the ROBUST Program performance was considerably better than the performance of other comparable technology programs across government’.
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Bureau of Meteorology (Bureau): Securing weather and climate data services
At a glance
A vital investment in the Bureau's nationally critical capabilities
The ROBUST Program has secured and strengthened the Bureau’s ICT operating environment, so it can continue to deliver critical services for all Australians.
The 7-year ROBUST Program improved system and network security, stability and resilience, following a cyber security breach and major outages in 2015 and early 2016. The program, which formally closed in June 2024, redesigned the Bureau’s legacy technology systems, related processes and software applications. This was essential to securely capture, manage and store Australian weather and climate data and provide it to governments, industry and the community.
Meeting challenges during implementation
The digital transformation involved multiple projects and technologies. It was a substantial effort that adapted to evolving circumstances. For example, national and state restrictions during the COVID-19 pandemic delayed observing equipment from international suppliers, limited staff mobility for site installations and acceptance testing, and restricted access to the technology workforce expertise and depth required.
The Bureau’s role as the system integrator was also complicated by the pandemic. The previously co-located workforce, which included integrated vendor and Bureau teams, became distributed and remote. This made it harder to identify risks early and lengthened the time needed to design, communicate and integrate solutions. Although new ways of working were developed to address each challenge, the adjustment period led to schedule delays, which increased costs.
Transforming a national asset
Despite the challenges, the Bureau was able to deliver the intended outcomes.
"The ROBUST Program has delivered secure, stable and resilient information and observing technologies for the Australian community, ensuring the Bureau can continue in its core mission of providing trusted, reliable and responsive weather, water, climate and ocean services for Australia – all day, every day."
Dr Andrew Johnson Bureau of Meteorology CEO
The ROBUST implementation has strengthened the Bureau’s defence against cyber attacks and improved staff security practices.
ICT infrastructure upgrades and new observation equipment have enhanced resilience and service continuity.
The program also stabilised ICT operations, increased automation, and launched a secure, resilient beta website with integrated data platforms – establishing the core technology platforms needed to meet current and future community service demands.
The 2024 mid-stage Gateway Review found that ‘the ROBUST Program performance was considerably better than the performance of other comparable technology programs across government’.
Education and employment
11 active projects
512.5M investment
Education and employment underpin achievement and prosperity in Australia. The government is investing $512.5 million across 11 projects to reform this sector by removing barriers, enhancing outcomes and creating more efficient processes.
Projects in this sector are using digital tools to enhance childcare subsidy administration, automate workflows, back up records, and connect service providers – improving quality and capacity.
Student loans enable further education in Australia. Initiatives are enhancing data quality and insights through organised information storage and automated processes, and supporting more effective distribution of resources and a more efficient student loans system through integration of data.
Projects related to employment services are simplifying the user experience and reducing system strain. Centralised data management is enabling effective tracking of employment trends, advancing data-driven improvements. Consolidating services onto a single platform will enhance outcomes and reduce operational costs.
The modernisation of Australia’s vocational education management system aims to expand the workforce. Initiatives are overhauling the administration of VET Student Loans and replacing outdated systems, which is essential to upscale apprenticeship programs and services.
Tax and super
5 active projects
$803.4M investment
An efficient tax and superannuation system aims to reduce unnecessary costs on the economy, while raising revenue to fund critical government services. The government is investing in 5 major projects in this sector, with a combined value of $803.4 million.
One project in this sector is helping to safeguard workers’ entitlements and address the systemic issue of employers not paying or underpaying Superannuation Guarantee entitlements. Another project is improving data availability and access to tools to improve the efficiency and effectiveness of Australian Taxation Office (ATO) staff. This will enable enhanced data matching to minimise the need for staff to manually identify unpaid Superannuation Guarantee entitlements, while also reducing the reporting burden for employers.
Investment in new ATO systems has streamlined the process of managing tax requirements. Reforms to enhance the robustness, equity and sustainability of the retirement savings system are also being supported through digital projects, benefiting a broader range of Australians and supporting retirees. Other initiatives are enhancing the ATO’s capability to defend against cyber attacks, ensuring the confidentiality, integrity and availability of internal systems and data.
Another project is making sure the ATO can meet the ICT and data requirements to support a global initiative to tackle multinational tax avoidance.
Relevant case study
Some of the technological foundations for such projects within the tax and super sector were laid through a previous ATO data centre project.
Industry, infrastructure and business
11 active projects
$657.9M investment
A primary role of government is improving quality of life for Australians through investing in domestic productivity. To this end, the government is investing $657.9 million across 11 projects in the industry, infrastructure and business sector. Projects are:
enhancing business interactions with government by automating and simplifying processes to reduce time and complexity
improving reporting processes to meet community standards of transparency and fairness, which benefits business tenders
enhancing cyber security, functionality and operational sustainability to enable the Australian Government to regulate, support and oversee domestic businesses – promoting economic growth and transparency
addressing gaps in existing processes, ensuring timely payments to small businesses and grants to states and territories, and simplifying engagements between government and small to medium enterprises.
Further, geospatial digital projects are improving diverse areas like climate reporting, water, geography and demographics. Collaboration with overseas partners is boosting Australian research in climate change, clean energy and agricultural productivity. A partnership with the United States is leveraging expertise in the crucial area of satellite data. Enhancing ICT capabilities to support Australian science and foreign affairs management is paving the way for future business and employment opportunities.
Agriculture and trade
12 active projects
$1.1B investment
Agriculture and trade are essential to the Australian economy. To create the right support for the sector, the government is investing in 12 projects with a value of $1.1 billion to transform import and export processes.
Various agencies are making digital improvements, integrating machine learning into existing processes and developing platforms to support digital verification of trade documents.
A digitisation initiative is modernising Australia’s agricultural export systems. Streamlining existing processes will alleviate administrative and operational burdens for businesses and reduce the costs associated with exporting goods.
Other projects are ensuring compliance with a complex network of international obligations through enhanced information sharing and simplified system interactions. Initiatives are supporting Australia’s international trade, cooperation and regulatory missions by enhancing security and functionality to enable secure, flexible and scalable business operations. This will improve interconnectivity across agencies and create flexibility to implement new programs, while maintaining the security advantages of an enclosed system.
Social services
8 active projects
$621.3M investment
The social services sector plays a crucial role in supporting the wellbeing of Australians. The government is investing $621.3 million across 8 projects in this sector to modernise the delivery of social services, ensuring they are more efficient, accessible and better aligned to the needs of Australians.
Important initiatives to improve outcomes for people with disability include:
bringing together de-identified data from the Australian, state and territory governments to enable a better understanding of the life experiences and outcomes of people with a disability across Australia
better supporting people with disabilities in securing employment
improving capability to protect people with disabilities from abuse, violence, neglect and fraud
Another project is transforming how Australians access government services by providing a secure and efficient way for individuals to verify their identity online.
Further significant investments are modernising digital services to support veterans, streamlining the claims administration process and ensuring timely delivery of payments to assist veterans and their families.
Government
12 active projects
$1.2B investment
For the Australian Government to fulfill its commitment to delivering value through its digital and ICT-enabled projects, it needs to have robust internal processes and systems to support its operations. To support this, a total of $1.2 billion has been invested in the government sector across 12 projects.
Modernised systems are crucial for the APS to effectively and efficiently manage its responsibilities. They are needed to ensure Commonwealth agencies comply with cyber security policies, minimise vulnerabilities and can protect sensitive information from potential attacks.
Current digital architecture and ageing technology cannot support increased demand or maintain compliance. ICT capability projects range from work to support election services to national data collection, and are:
enhancing cyber security and reliability across several Commonwealth agencies, reducing shared cyber risks and aligning with government policies
upgrading systems to meet digital standards, enhance service delivery, reduce errors and increase efficiency
ensuring the integrity of collected data to lead to more comprehensive insights supporting the development of policy and distribution of funds and services.
“Certain numbers in this report have been rounded to one decimal place. Due to rounding, some totals may not correspond with the sum of the separate figures.”
Disclaimer
“Certain numbers in this report have been rounded to one decimal place. Due to rounding, some totals may not correspond with the sum of the separate figures.”
Disclaimer
“Certain numbers in this report have been rounded to one decimal place. Due to rounding, some totals may not correspond with the sum of the separate figures.”
Disclaimer
“Certain numbers in this report have been rounded to one decimal place. Due to rounding, some totals may not correspond with the sum of the separate figures.”
Disclaimer
“Certain numbers in this report have been rounded to one decimal place. Due to rounding, some totals may not correspond with the sum of the separate figures.”
Disclaimer
Certain numbers in this report have been rounded to one decimal place. Due to rounding, some totals may not correspond with the sum of the separate figures.
Disclaimer
Certain numbers in this report have been rounded to one decimal place. Due to rounding, some totals may not correspond with the sum of the separate figures.
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