Optimising Digital Transformation Agency's (DTA's) role
6.1 The review identified opportunities for the DTA to optimise the current single seller arrangement (SSA) operating model, particularly with regards to how it organises itself against the SSA life cycle and the role it has to lead and manage SSA relationships and agreements on behalf of the Commonwealth.
6.2 Buying agencies, while generally positive about the work delivered so far in managing the SSAs and liaising with buyers and sellers, encouraged the DTA to evolve this role into the next stage of maturity. This could involve progressing to a strong steward and gradually shifting the focus from negotiation and administration to working across government to drive strategic insight, market scanning and planning to help shape future deals. This was echoed by SSA sellers who argued that more forward-leaning views and plans would strengthen the strategic partnership aspect of the model.
6.3 Some stakeholders suggested the SSA life cycle could involve more evaluation activity to feed annual reviews and negotiation processes. The DTA already collect a range of feedback via surveys in respect of:
- Range of products / services
- Flexibility
- Value for money
- Ease of use and contract / work order
- Terms and conditions
- Whether the SSA meets buyer needs
- DTA's overall management of the SSAs
- Overall rating of the SSA
- Strengths and opportunities for improvement with the SSA.
6.4 The review considered at a high level the current structure within the DTA and identified the opportunity to ensure functions within the DTA Digital Sourcing and Whole of Government Contract Negotiation branches align effectively to the full SSA lifecycle. A more integrated approach could improve negotiation leverage and enhance operational execution.
6.5 The DTA should leverage the combined capability of the DTA Digital Sourcing and Whole of Government Contract Negotiation branches to establish an end-to-end management approach, reflective of the SSA lifecycle.
6.6 Additionally, there is potential value in the DTA:
- Establishing a Centre of Digital Procurement Excellence or extending on established working groups to strengthen the awareness of how to maximise the use of the SSAs and optimise outcomes by leveraging learnings across agencies. This could complement the existing Centre of Procurement Excellence established by Finance.
- Continuing to expand the Australian Government Architecture to enable agencies to become aware of and exchange knowledge on solutions to common problems. Strengthening information-sharing mechanisms will also support ensuring the SSAs remain aligned with evolving technology landscapes and government policy objectives.