The public sector provides data that forms the foundation for policy-making and service provision across Australia. Organisations face growing pressure to use datasets efficiently for research, assessments, and operational clarity. Key players demand prompt and precise information that guides initiatives from healthcare changes to community development. Lack of access to data and inconsistent governance create challenges that undermine operational efficiency and public confidence.
Public Spectrum recently connected with Donna Goodman, the director of data access at the Australian Government Department of Health and Aged Care. She leads initiatives to improve secure data sharing and sharpen analytical frameworks. Key players view her direction as essential for aligning departmental goals with national data reform initiatives. She is at the intersection of policy, technology, and the public good.
Goodman has 25 years of experience in public sector leadership, focusing on data reform, corporate governance, stakeholder engagement, and risk management. She led significant initiatives in privacy, freedom of information, audits, and strategic planning. She has extensive knowledge about crafting data access protocols that effectively harmonise transparency and confidentiality. She has a proven track record in managing both people and projects, showcasing her ability to implement intricate reforms efficiently and effectively.
1. Can you explain what inspired you to become the Department of Health and Aged Care’s Director of Data Access?
I’ve worked in data governance (including data access) roles on and off throughout my career. It’s very interesting and rewarding to see how public sector data can be used for research, analysis, evaluation, and decision-making, which in turn can provide great outcomes for Australians. With health data, it’s next level! Health research can be life-changing and even life-saving, so when I was offered the opportunity to be a part of that, I grabbed it.
2. How does your experience in public sector data reform shape your current role?
I started working on public sector data reform initiatives more than a decade ago, so I have seen a lot of initiatives begin and grow up over time. I think the main thing I have learned from working on these types of projects is that they are very complex and take time. People who are new to this type of work tend to underestimate the time, expertise, knowledge, attention to detail, and extent of stakeholder engagement that’s required to ensure data reform projects are done well. So, in my current role and in other similar roles I’ve had, I try to be really clear about the realities in the early stages to ensure people have realistic expectations of timeframes and what can be achieved.
3. What initiatives do you think are vital for promoting stakeholder involvement in data sharing?
Data sharing often involves multiple stakeholders, and some of them will be more experienced and have a better understanding of the processes and requirements than others, so it’s always important to communicate clearly to make sure everyone is on the same page from the beginning and to continually check in that there is a shared understanding of where the project is up to and where it’s going next. Something that seems relatively simple and benign can turn into a big issue and derail a project. For example, it’s important to ensure stakeholders agree on what certain words or terms mean in a data-sharing agreement in the early stages, or there can be misunderstandings later on, which can lead to rework and renegotiation and blow out timeframes.
4. In what ways could using data as a national strategic asset enhance public service outcomes?
While the use of public sector data has come a long way over recent years, I think public service entities are still not making the best use of their data holdings to meet their strategic objectives or even manage their day-to-day operations. All decisions that a public sector entity makes should be based on data and evidence, whether they’re decisions about what an entity has to deliver for the community (i.e., policies, programmes, products, and services) or internal management decisions. Public sector entities do this to a certain extent, but improving this capability would make the sector more efficient and effective.
5. What advice do you have for emerging data leaders in the public sector who want to make an impact?
Most of this work is about relationships. You need to form strong relationships with the relevant people within your organisation and in other organisations and sectors. This will be data for people, but also other experts like legal areas and ICT teams. Trust is really key to making data sharing work. Without trust between stakeholders, your project won’t go anywhere, so you have to spend the time building up trust and then maintaining that trust. It’s also important to empathise with other people you’re working with—you need to be able to put yourself in their shoes. Remember that your objectives, deadlines, and priorities will not be their objectives, deadlines, and priorities, so you have to be able to negotiate arrangements that work for everyone involved.
6. What are your thoughts on the future landscape of the government data workforce?
It’s great to see the APS data profession maturing and that there has been recognition of the need for more “data people,” such as statisticians, researchers, economists, analysts, data scientists, actuaries, etc., but we also need to increase our capability and capacity in data strategy, governance, management, communication, and leadership. It is hard to find people with the right skills and experience in those areas, but I do think there are people out there with transferrable skills, so anyone who has worked in governance, admin, policy, programme, legal, or strategy roles can easily become a data professional with training, mentoring, and on-the-job experience.
Goodman points out transparent communication with stakeholders and realistic timelines as crucial for effective data reform. He shows that strong governance and trust frameworks result in reliable research and policy outcomes. She demonstrates health data as a strategic asset and presents practical solutions that improve decision-making and operational efficiency within public sector organisations. Goodman envisions a workforce that will become increasingly adept at handling data as we move forward. She urges agencies to prioritise investments in governance, leadership, and collaboration across disciplines to fully harness their data assets’ capabilities. Public Spectrum encourages fellow leaders and experts to share their insights and shape the ongoing dialogue through the Public Spectrum Questionnaire.
Justin Lavadia is a content producer and editor at Public Spectrum with a diverse writing background spanning various niches and formats. With a wealth of experience, he brings clarity and concise communication to digital content. His expertise lies in crafting engaging content and delivering impactful narratives that resonate with readers.
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