Strategic review of the whole of Australian Government single seller arrangements

Chapter 7

Chapter 7: Recommendations and actions

What should the DTA do to improve the SSAs.

Recommendation 1
Recommendation	Key actions	Relevant sections of the report
Strengthen the SSA model by refining policy settings, specifying stronger cyber and sovereignty requirements, and simplifying the funding model	1.1 Engage with Finance to: Distinguish within the CPRs whole of Australian Government digital contracts from Coordinated Procurements to address the risk of SSAs being utilised as a procurement pathway. When the SSA funding model is up for renewal, simplify the funding and fees model and make it more consistent. Review the ongoing appropriateness of the use of seller marketplaces (i.e. Azure Marketplace and AWS Marketplace).	2.5 to 2.18 6.17 to 6.24 6.25 to 6.30
	1.2 Review the existing Contracts Limits and Review Policy to ensure competitive neutrality between sellers.	2.19 to 2.25 Supported by: 3.56 to 3.62
	1.3 Address the differences in terms and conditions between panels and SSA contracts, for example, by making available a list of key points of difference.	6.7 to 6.10
	1.4 Home Affairs, the Australian Signals Directorate's Australian Cyber Security Centre and the DTA together: Establish the minimum set of cyber and security clauses within SSAs which cannot be overridden by seller terms when a buyer enters a contract. Define data and digital sovereignty, with consideration of localisation requirements and existing policy (e.g. HCF). Undertake an assessment of the existing Australian Government technology landscape (Recommendation 5.2 and the Digital Investment Plans can be used to support this activity) to identify the specific technology and capability that should be subject to data and digital sovereignty requirements. Determine the appropriate mechanism to enforce the requirements (e.g. PSPF directives).	2.53 to 2.63

Recommendation 2
Recommendation	Key actions	Relevant sections of the report
Publish an SSA suitability assessment framework and then expand the use of the SSAs	2.1 Publish a framework that supports clear and transparent assessment of the suitability of existing and potential SSA sellers, and reassess the incumbent SSAs against the new framework to determine ongoing eligibility.	5.34 to 5.68
	2.2 Implement continuous market monitoring to identify potential SSAs, including leveraging the newly implemented Digital Investment Plans, and as appropriate, expand the use of SSAs as a contracting framework for the Australian Government, with key focus placed on: Fostering strategic partnerships. Consideration of the holistic value proposition on offer. Being realistic about future needs of buyers. Keeping the arrangements simple. Ensuring flexibility. Building in an exit plan.	3.3 to 3.113 and 5.10 to 5.13 Supported by: 2.1 to 2.18, 4.49 to 4.51, 5.73 to 5.113
	2.3 Trial the inclusion of a select group of buyers (e.g. Defence, ATO) at the negotiating table.	5.114 to 5.119 Supported by: 3.91, 3.95, 3.108, 5.92

Recommendation 3
Recommendation	Key actions	Relevant sections of the report
Proactively leverage the SSAs to support the growth of the Australian technology sector	3.1 Leverage the SSAs to enable broader outcomes for Australian industry by: Work with DISR, buyers and the SSA sellers to implement Commonwealth Australian Industry Participation Plans (CAIP Plans) and Skills Guarantee targets. Working with the SSA sellers to implement a Technology Collaboration Centre, bringing SSA sellers, buyers and Australian industry together to identify and progress opportunities domestically and within global supply chains.	3.23 to 3.31 Supported by: 2.26 to 2.35

Recommendation 4
Recommendation	Key actions	Relevant sections of the report
Enhance transparency and information availability by publishing SSA expenditure and correcting public facing content	4.1 In collaboration with Finance, address market confusion about the role of the SSAs by: Updating AusTender publishing to align to the buyers' procurement approach (e.g. use of BuyICT marketplaces), rather than the default of 'Limited Tender' set for the SSAs. Refreshing the publicly available content on SSAs to correctly reflect them as a contracting framework, including how SSAs are reflected on Finance's Coordinated Procurement website. Renaming the "Single Seller Arrangements" to reflect the reality of the use of the SSAs as a contracting framework.	5.162 to 5.164 6.11 to 6.14 6.15 to 6.16
	4.2 Uplift reporting on the SSAs to better track the realisation of benefits and monitor ongoing performance and make this publicly available to the extent practicable.	5.151 to 5.160
	4.3 In collaboration with the SSA sellers, publish the full value of expenditure under the SSAs for each respective SSA seller.	1.36 to 1.42
	4.4 Drive better realisation of the value of the SSAs through uplifting buyer understanding about the SSAs by: Making responsibilities between the DTA, buyers and sellers clearer. (This could take the format of a responsible, accountable, consult and inform (RACI) matrix, or an equivalent suitable approach to be determined in consultation with the relevant buyers.) Refreshing the information and education made available to agencies about the SSAs, including any agency obligations.	5.144 to 5.150 Supported by: 3.10, 3.95, 4.52 to 4.55

Recommendation 5
Recommendation	Key actions	Relevant sections of the report
Leverage existing DTA capability to establish an end-to-end SSA management approach	5.1 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.	6.1 to 6.6
	5.2 Generate a list of products and services (e.g. by leveraging the SSA invoicing activities), and estimated quantities, actively used by buyers under the SSAs to support future negotiations.	5.14 to 5.18 Supported by: 4.39 to 4.43, 5.134 to 5.141, 5.153 to 5.154

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Appendix A: Overview of SSA sellers