External drivers will continue to shape the department’s approach to the delivery of critical IT services. Policies about shared and common services, whole-of-government systems and digital transformation continue to guide our activities and these are reflected in our plans and strategies as appropriate. The department’s strategic priorities will shape investments in infrastructure and systems that best support the changing needs of the department and our stakeholders. Through stronger partnerships we will better harness the capability of IT to introduce efficiencies into our work environment. We are working with the Department of Finance in transitioning to shared services in the financial year 2020-21 in accordance with the Shared Services Program. We are also working with the Community Grants Hub in the Department of Social Services to transition the administration of in-scope grants programs in 2017-18 and 2018-19 under the Streamlining Government Grants Administration program. As we look to the future, we are embracing innovation, automation and the creation of a sustainable technology future that supports the government’s Digital Transformation Agenda. One important aim is to maintain contemporary systems that support the needs of our staff to work flexibly and securely. Fostering innovation Our leaders will continue to support the department to be creative and confident in identifying and designing new approaches to complex problem solving, both internally and externally. The potential application of behavioural economics principles, user-centred design approaches and flexible project management will be key areas of focus across the department. How we approach risk The department’s complex operating environment makes systemic and effective risk management challenging, but vital. Engaging with risk is fundamental to achieving our strategic priorities and improving our performance. We continually foster a culture where risk management is an important and valuable tool for everyday decision-making and where risk management processes are integrated into our core business practices. Our risk appetite statement: The department assesses and manages risks as an integral part of doing business, including in making decisions and prioritising investments in a financially-constrained environment. The level of acceptable risk is assessed on a case-by-case basis, recognising the desirability of tolerating some risks in order to realise potential benefits and foster agility and innovation. Implementation The Executive Board regularly monitors the department’s strategic risks, which are actively considered in business planning, internal audit planning and budget allocation. Our main risk is the
External drivers will continue to shape the department’s approach to the delivery of critical IT services. Policies about shared and common services, whole-of-government systems and digital transformation continue to guide our activities and these are reflected in our plans and strategies as appropriate. The department’s strategic priorities will shape investments in infrastructure and systems that best support the changing needs of the department and our stakeholders. Through stronger partnerships we will better harness the capability of IT to introduce efficiencies into our work environment. We are working with the Department of Finance in transitioning to shared services in the financial year 2020-21 in accordance with the Shared Services Program. We are also working with the Community Grants Hub in the Department of Social Services to transition the administration of in-scope grants programs in 2017-18 and 2018-19 under the Streamlining Government Grants Administration program. As we look to the future, we are embracing innovation, automation and the creation of a sustainable technology future that supports the government’s Digital Transformation Agenda. One important aim is to maintain contemporary systems that support the needs of our staff to work flexibly and securely. Fostering innovation Our leaders will continue to support the department to be creative and confident in identifying and designing new approaches to complex problem solving, both internally and externally. The potential application of behavioural economics principles, user-centred design approaches and flexible project management will be key areas of focus across the department. How we approach risk The department’s complex operating environment makes systemic and effective risk management challenging, but vital. Engaging with risk is fundamental to achieving our strategic priorities and improving our performance. We continually foster a culture where risk management is an important and valuable tool for everyday decision-making and where risk management processes are integrated into our core business practices. Our risk appetite statement: The department assesses and manages risks as an integral part of doing business, including in making decisions and prioritising investments in a financially-constrained environment. The level of acceptable risk is assessed on a case-by-case basis, recognising the desirability of tolerating some risks in order to realise potential benefits and foster agility and innovation. Implementation The Executive Board regularly monitors the department’s strategic risks, which are actively considered in business planning, internal audit planning and budget allocation. Our main risk is the