- Date:
- 31 Aug 2026
Read the Department of Government Services Corporate Plan 2026-30:
About the department
Acknowledgement of Country
We acknowledge the Traditional Custodians of the lands, seas and skies on which we live, work and gather.
We pay our respects to their Elders past and present, and to future generations who will continue to care for Country.
We extend that respect to any Aboriginal and/or Torres Strait Islander people in the community we serve and within our department.
We recognise the diversity of First Peoples living in Victoria including other First Peoples from around Australia.
Secretary’s Foreword
The Department of Government Services’ Corporate Plan 2026–30 sets our direction for the next four years and defines how we will deliver better outcomes for Victorians, businesses and the Victorian Public Service.
It reflects our role in supporting the government’s priorities across the Government Services, Consumer Affairs, Renters and Local Government portfolios.
DGS has a unique role at the centre of government service delivery. We connect people to the information, support and services they need, while also driving the digital transformation and corporate service reform that will enable government to work better, faster and more efficiently.
This plan reflects the changing expectations of the Victorian community. People increasingly expect services to be simple, accessible, secure and responsive. They want government to be easier to deal with, particularly at important moments in their lives and during times of financial or personal pressure. Our role is to meet those expectations by improving how services are designed, delivered and experienced.
Over the next four years, we will focus on three objectives.
First, we will make it easier for citizens and businesses to engage with government. This includes improving access to information and services, strengthening consumer protection and dispute resolution, supporting renters and local government, protecting identity through life-event registration, and preserving public records for future generations.
Second, we will accelerate digital transformation across government. We will continue to invest in digital platforms, data and cyber security so that services are more connected, reliable and safe. We will help government make better use of technology, including emerging technologies, to improve service delivery and productivity while maintaining public trust.
Third, we will deliver corporate services that support efficiency, productivity and high-quality outcomes across the Victorian Public Service. Through shared services, procurement, accommodation, fleet and other common services, we will help agencies access better support and deliver greater value to government.
These priorities are underpinned by a strong commitment to integrity, accountability, collaboration and inclusion. We know that modern government services must work for all Victorians, including those who may face barriers to digital access or service navigation. We will continue to design with accessibility, equity and user need at the centre.
Delivering on this plan will require deep partnership across departments, agencies, local government, community organisations and industry. It will also rely on the capability, professionalism and dedication of our people, whose work every day helps improve how government serves the community.
I am confident that, by working together, DGS will continue to strengthen trust in government and make a practical difference to the lives of Victorians.
Jo de Morton
Secretary
Purpose
To improve how Victorians and businesses engage with government, and to accelerate digital transformation and corporate services reform across the VPS.
Mission
The Department of Government Services (DGS) brings together government services to continuously improve how government serves Victorians – and public servants – and be an effective custodian of service ecosystems.
DGS pairs a strong culture of customer service with a deep understanding of digital public services and the capabilities to translate policy intent into efficiently scaled services.
Values
We uphold the public sector values as enshrined in the Public Administration Act 2004:
- Accountability: working to clear objectives in a transparent manner, accepting responsibility for our decisions and actions, seeking to achieve best use of resources and submitting ourselves to appropriate scrutiny.
- Human Rights: making decisions and providing advice consistent with the human rights set out in the Charter of Human Rights and Responsibilities Act 2006, and actively implementing, promoting and supporting human rights.
- Impartiality: making decisions and providing advice on merit without bias, caprice, favouritism or self-interest, acting fairly by objectively considering all relevant facts and applying fair criteria, implementing government policies and programs equitably.
- Integrity: being honest, open and transparent in our dealings, using powers responsibly, reporting improper conduct, and avoiding real or apparent conflicts of interest, striving to earn and sustain public trust of a high level.
- Leadership: actively implementing, promoting and supporting these values.
- Respect: treating others fairly and objectively, ensuring freedom from discrimination, harassment and bullying, using others' views to improve outcomes on an ongoing basis.
- Responsiveness: providing frank, impartial and timely advice to the government, providing high-quality services to the Victorian community and identifying and promoting best practice.
Our ministers
The Hon. Enver Erdogan MLC
Minister for Government Services
The Hon Tim Richardson MP
Minister for Local Government
Minister for Consumer Affairs
Minister for Renters
Our portfolio entities
Administrative offices
DGS is responsible for the following administrative offices, incorporating key initiatives in this Corporate Plan:
- Public Record Office Victoria
Public entities and special bodies
DGS supports its portfolio ministers in their responsibilities for the following public entities and bodies:
- Cenitex
- Motor Car Traders Claims Committee
- Residential Tenancies Bond Authority
- Business Licensing Authority
- Victorian Local Government Grants Commission.
Department of Government Services organisational chart
Our groups
Digital and Government Services
The Digital and Government Services group is responsible for setting the strategic direction and reform agenda for government services across the Victorian Public Service.
The group provides whole of government policy leadership across digital services and transformation, technology, data, cybersecurity, telecommunications, identity policy, records management, and shared services. It coordinates VPS partnerships and stakeholder engagement, and supports whole of Victorian government commitments to First Peoples policy.
Consumer Affairs and Local Government
The Consumer Affairs and Local Government group is responsible for policy development, regulatory design and administration, system and program design, strategic project delivery, performance and evaluation, and the delivery of services in the best interest of Victorians. Spanning the Consumer Affairs, Renters and Local Government portfolios, the group identifies strategic priorities, uses data and evidence to shape reform and measure outcomes, drives system and regulatory reform and coordinates DGS’ emergency management responsibilities to improve practical outcomes for the community.
Organisational Strategy, Governance and Performance
The Organisational Strategy, Governance and Performance group brings together leadership of customer, product and core enabling functions to define and shape DGS and our priorities. The group contributes to the sustainability and stewardship of DGS by further developing the department’s organisational strategy, design and governance, and creating a product-led culture that blends the best of commercial innovation, policy and public service.
Operations
The Operations Group is responsible for delivering high-quality shared and frontline services to Victorians and the Victorian Public Service. It builds and operates a sustainable, efficient service delivery organisation, leveraging industry-leading practices and maintaining the critical digital infrastructure and platforms that enable secure, reliable and seamless service delivery across government.
The environment we operate in
Operating context
The increasing digitisation of economies has highlighted the importance of digital transformation for government and how it can help improve the effectiveness, efficiency, and accessibility of government services.
Digital services are the face of modern government, and great digital services can build trust with citizens. Citizens and businesses now expect government information and services to be readily available online, easy to find, secure, accessible, inclusive, understandable, and available at low or no cost.
Ongoing cost of living pressures are increasing demand for the department’s services, as more people seek information, support and assistance.
Increasing productivity within government via shared services remains a strong focus for the department. Delivering modern shared services can enable greater efficiency, enhanced service delivery, and improved responsiveness to the needs of citizens, businesses and government agencies.
Key challenges and risks
Our operating context gives rise to challenges and strategic risks that must be managed effectively to achieve our objectives.
We adhere to the Victorian Government Risk Management Framework which requires all departments to have formal risk management processes. Our framework supports activities including the management of strategic and shared risks, engagement in state significant risk activities, risk mitigation plans and risk appetite initiatives.
Accelerating customer expectations and technology change
Leading product and services businesses succeed because they give their customers fast, frictionless service across every channel. They use data, analytics and insights to see where things break down, what customers value and what drives unnecessary cost. This helps them to fix pain points and streamline operations.
Advances in technology and generative AI are rapidly accelerating the effectiveness of customer insights and performance of products, systems and service channels leading to fewer surprises, faster responses, and better use of limited resources.
DGS must meet these rapidly evolving service expectations to ensure the continued adoption of services and digital technologies. This relies on new approaches that better aggregate government’s technology investment and simplify operating models so that government service delivery can keep pace with broader economic and technology developments.
Increasing complexity of reform also requires strong portfolio strategy, integrated project delivery, evaluation, performance reporting and governance. Using data, evidence and insights to shape policy, prioritise investment and measure outcomes is critical to ensuring that reforms deliver long-term benefits for Victorians.
Increasing cyber security threats
Global tensions, conflicts and the rapid evolution of technologies, such as artificial intelligence, have increased the complexity of the cyber threat landscape, creating impacts for privacy, digital resilience and cyber security.
The evolving nature of these cyber threats and several wide-spread IT and telecommunications outages have highlighted risks to the resilience of government services. DGS is leading collaboration with the Commonwealth and other jurisdictions to enhance our digital resilience.
DGS is also leading focused policy and operational responses, such as implementing secure technology to deliver high-quality digital services and mitigate the risk of service delivery disruptions or breaches of privacy, security or integrity.
Barriers to digital inclusion
The socio-economic challenges faced by the most vulnerable in our society can be magnified by the increasing use of digital service delivery.
We will identify and address common challenges and inhibitors to service access such as insufficient telecommunications access and resilience, or digital skills gaps. This will ensure government services are accessible to all Victorians.
Increasing concurrent emergency response
DGS has emergency management responsibilities under the State Emergency Management Plan, including as the Control Agency for cyber security emergencies, and the Lead Response Support Agency for public telecommunications, local government, and consumer affairs.
Emergency events, whether caused by a natural disaster or another event, are becoming more frequent and increasingly complex, and require resourcing from across the department. There is a risk that multiple different emergency events occur at the same time.
To mitigate this risk, the department works with sector partners and industry to strengthen preparedness for emergencies and improve coordination during response and recovery. This includes monitoring emerging risks, supporting the department’s resource prioritisation and allocation, and maintaining arrangements that enable the department to scale during periods of heightened emergency activity.
Organisational capability
As DGS’ operating model, technology landscape, policy environment and customer needs continue to evolve, ongoing organisational development is essential to build the capabilities required to deliver strategic objectives and meet legislative, regulatory and policy obligations.
Achieving our objectives
Our 2026–30 Corporate Plan outlines three departmental objectives that contribute to the Government’s priorities. Indicators measure progress in delivering these objectives. The key priorities and initiatives the department will implement to achieve its objectives and address its challenges and risks are also included.
More detailed information on the departmental performance statement (i.e. the measures and targets that are used to help evaluate performance) is published in the 2026-27 Department Performance Statement, available on our website.
Objective 1: Make it easier for citizens and businesses to engage with government
This objective contributes to the digital delivery of information and services to Victorian citizens and businesses, supports empowering consumers and businesses to know their rights and responsibilities, supports protection of Victorians’ identity through life event registrations, contributes to the management of Victoria’s public records, and supports local councils to provide responsive and accountable services to the community.
Indicators
- Victorians have access to timely, high-quality information in relation to government services.
- Victorians are protected by consumer rights and have access to high quality consumer advice and services.
- Victorians have access to high quality dispute resolution services.
- Victorians have access to high quality services relating to births, deaths and marriages registrations.
- Councils are well supported to provide responsive and accountable services.
- Physical and digital records are securely preserved and are accessible for use by Victorians.
Key priorities and initiatives
Customer services to the community
- Supporting the community and businesses in accessing information and services online via Victorian Government websites and the Service Victoria mobile app, and with assistance through the Victorian Government Contact Centre.
BP3 Service Delivery output initiatives with funding in 2026–27
Maintaining Birth, Deaths and Marriages Victoria
Funding for the Victorian registry of Births, Deaths and Marriages to continue the registration of life events.
Investing in Victoria’s digital future*
*This initiative also contributes to the Government Services Strategy and Digital Transformation output
- Funding for Service Victoria to deliver new products and services, making it easier for people to transact with government and access the support they need.
Funding is also provided for the Department of Government Services to ensure that the public service can safely harness emerging technology trends through the establishment of an AI Advisory Committee.
Local Government
- Delivering activities in partnership with the local government sector to support effective and efficient local governance, leadership, infrastructure and service provision.
- Administering programs to support local councils to increase accountability and provide support to the Victorian Local Government Grants Commission.
- Working with councils and the emergency management sector to enhance the emergency management capability and capacity of local government.
BP3 output initiatives with funding in 2026-27
Minimising insecure work in the local government sector
- Funding to implement a Local Government Fair Jobs Code and create a new regulatory body within the Department of Government Services that will monitor compliance with the code.
Management of Victoria’s public records
Providing direction to government on the management of public records and ensuring the historical memory of the Victorian Government endures, is secure and accessible.
Regulation of the Victorian consumer marketplace
- Ensuring that the market operates effectively by detecting and addressing non-compliance with the law.
- Advising consumers and businesses about their rights and responsibilities under the law, engaging with business to ensure compliance.
- Registration and occupational licensing for individuals and organisations, and regulation of the residential tenancies market.
- Providing Victorians with high-quality dispute resolution services.
BP3 output initiatives with funding in 2025-26
Delivery of the Fair Fuel Plan
Funding to enhance and maintain the ‘Servo Saver’ feature on the Service Victoria app, improving the availability and accuracy of petrol station information for Victorian consumers. This will support users to compare fuel prices and identify stations that meet their needs, including diesel availability and 24-hour access, improving convenience, transparency and the overall user experience. Funding is also provided for a Fair Fuel Taskforce to ensure the Fair Fuel laws are enforced and operate effectively to support Victorians.
Expanding place-based legal, financial and personal advice services for vulnerable Victorians
Funding for the geographical expansion of place-based community information and support services to support Victorians experiencing personal and financial hardship.
Expansion of financial counselling services
Funding for additional front-line financial counsellors to address geographical expansion of service delivery in line with population growth.
Supporting community sector jobs
Continued administration of the professional engineers registration scheme under the Professional Engineers Registration Act 2019. The scheme ensures that Victoria’s registered engineers are appropriately qualified and experienced.
Supporting community sector jobs
Funding to support community service organisations that deliver services on behalf of the Government.
Objective 2: Accelerate digital transformation for government
This objective supports the effective delivery of government services through digital platforms, pursues service excellence and reform, and supports delivery of policy and projects that enable increased productivity and improved social outcomes in Victoria.
Indicators
- Effective use of technology to support Victorian Government priorities and service delivery.
- Government decision making is informed by high quality data and data analytics.
- Government systems and data are protected from cyber threats.
Key priorities and initiatives
Government services strategy and digital transformation
- Continued innovation in digital technology to improve whole of government service delivery and business processes.
BP3 Service Delivery output initiatives with funding in 2025-26
Investing in Victoria’s Digital Future*
*This initiative also contributes to the Customer Services to the Community output
Funding for Service Victoria to deliver new products and services, making it easier for people to transact with government and access the support they need.
Funding to establish an AI Advisory Committee to ensure that the public service can safely harness emerging technology trends.
Objective 3: Deliver corporate services that enable efficiency, productivity and high-quality service delivery
This objective aims to accelerate common corporate services to deliver integrated and customer-centred shared services to government agencies. Areas include procurement, office accommodation management, carpool and government library services and shared central agency corporate services.
Indicators
- Benefits delivered as a percentage of expenditure under managed state purchasing contracts, including reduced and avoided costs.
- Optimise accommodation footprint and costs to meet business and workforce requirements.
- High-quality whole of government common services are provided to government agencies.
Key priorities and initiatives
Services to government
- Developing and maintaining a framework of whole of government policies, strategies, standards and guidelines which promote the efficient and effective use of common services including procurement, office accommodation management, carpool and government library services.
- Managing a program of whole of government procurement contracts to ensure optimum benefit to government.
- Providing strategic and fit-for-purpose shared services advisory to customers to deliver value to the Victorian Government.
- Providing whole of government office accommodation and accommodation management services.
- Providing VicFleet, carpool, government library services and shared corporate services.
BP3 Service Delivery Output initiatives providing funding for 2026-27
Providing corporate transportation services
Funding to continue corporate transportation services to eligible passengers.
Our people and partnerships
Our people
Our people are critical to achieving our objectives. We value our people and continue to build strong foundations to ensure we remain capable, responsive and agile.
DGS is committed to attracting and retaining talented people who share our commitment to digital transformation, customer services and accessible government.
Developing the capability of our people to support a high-performing, product-led and service-oriented organisation that will position the department to meet current and future community needs is important to us. We aim to be adaptive and responsive to evolving government priorities and build a culture that drives innovative thinking, a strong sense of customer service and problem solving. Our people must have a digital mindset and be competent in digital ways of working.
Our frontline staff allow us to engage with customers and respond to their changing needs. Our staff also engage with community organisations, local government, service delivery agencies and other departments and agencies.
DGS will continue to implement its operating model which is designed with an emphasis on teams providing standardised products and shared services to a range of customers. We use customer feedback to improve and transform services, and we will work with our partners across state and local government to remove the silos that affect accessibility of services.
Building an inclusive culture is central to how we operate. Inclusion and accessibility will be at the heart of all we do to ensure that our services reflect the needs of our diverse community. We value diversity of perspectives and thoughts which is why we are strongly committed to ensuing we attract and celebrate a diverse and inclusive workplace. To encourage this, DGS offers traineeships for cyber security, internships and graduate programs that attract candidates from diverse backgrounds.
As stewards of the public sector, we are committed to nurturing a culture of integrity and we demonstrate integrity in our daily work. We are committed to ensuring a strong integrity culture and ensuring integrity discussions are embedded in our day-to-day work and decision making, and that staff have avenues to raise integrity matters anonymously and safely.
We are committed to providing a safe and healthy working environment with an intentional focus on the wellbeing of our people. We have developed and implemented resources and support mechanisms to help identify and manage psychosocial hazards across the department to ensure compliance with the Psychological Health Compliance Code, which took effect from December 2025.
We will continue to monitor and respond to staff feedback through the People Matter Survey to ensure DGS provides a workplace for its people to thrive.
Our partnerships
We allocate more than $900 million in funding to agencies, councils and community service organisations for service delivery each year and monitor over 100 service agreements.
This includes funding programs that support local government to deliver critical infrastructure and services to meet the needs of Victorians and funding community organisations to provide tailored advice and support for Victorians experiencing financial hardship or housing or rental stress.
We oversee complex systems, services and programs, working closely with partners that include:
- Customers
- Government departments, agencies and state-owned entities
- Councils
- Commonwealth, State and Territory governments
- Community service organisations
- Advocates, experts and service partners
- Industry bodies and unions.
Financial and asset outlook
The operating statement provides an estimate for the period from 2026–27 to 2029–30, with the estimates below representing the allocation of resources that support the delivery of DGS’ key priorities and outputs.
Comprehensive operating statement ($ million)
| 2026-27 | 2027-28 | 2028-29 | 2029-30 | |
| Net result from continuing operations | ||||
| Income from transactions | ||||
| Output appropriations | 564.4 | 399.8 | 373.0 | 355.0 |
| Interest | 32.0 | 111.4 | 91.6 | 91.6 |
| Sales of goods and services | 464.0 | 308.9 | 292.1 | 296.7 |
| Grants | 5.0 | 4.4 | 0.9 | 0.9 |
| Fair value of assets and services received free of charge or for nominal consideration | 20.0 | 19.8 | 19.8 | 19.8 |
| Other income | 148.0 | 44.9 | 44.9 | 44.9 |
| Total income from transactions | 1,233.0 | 889.2 | 822.3 | 808.8 |
| Expenses from transactions | ||||
| Employee benefits | 334.0 | 119.4 | 98.3 | 81.1 |
| Depreciation and amortisation | 231.0 | 338.8 | 334.1 | 327.6 |
| Interest expense | 57.0 | 56.7 | 56.7 | 55.4 |
| Grants and other transfers | 196.0 | 110.0 | 101.8 | 101.8 |
| Other operating expenses | 404.0 | 275.4 | 272.5 | 273.6 |
| Total expenses from transactions | 1,221.0 | 900.2 | 863.4 | 839.5 |
| Net result from transactions (net operating balance) | 12.0 | (11.0) | (41.1) | (30.7) |
Source: Department of Government Services.
Note: Figures in this table are subject to rounding to the nearest million dollars and may not add up to totals.
Existing projects ($ million)
| Total estimated investment | Estimated expenditure to 30 June 2026 | Estimated expenditure 2026-27 | Remaining expenditure | Estimated completion date | |
| Addressing the security and workplace requirements of government buildings (East Melbourne) | 32.7 | 14.7 | 18.0 | Qtr 4 2026‑27 | |
| Total existing projects | 32.7 | 14.7 | 18.0 | ||
| Other capital expenditure | 71.1 | ||||
| Other capital expenditure includes offsets by factors such as funding held in contingency pending confirmation of project implementation planning and funding from other sources. | |||||
| Total 2026-27 capital expenditure | 96.1 | ||||
Source: Department of Government Services.