Objective |
Deliverable | Key Performance Indicator |
Reporting Period |
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---|---|---|---|---|---|---|
2018–19 |
2019–20 |
2020–21 |
2021–22 |
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Support the Government’s Reform Agenda. |
Whole of APS workforce strategy is developed in partnership with APS agencies and reflects the future needs of the APS. |
Strategy endorsed by Secretaries’ Board by end of June 2019. |
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Strategy and the agencies’ role in implementation is clearly communicated to agencies. |
APS agencies demonstrate current or planned initiatives that support the APS workforce strategy. |
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Foster an APS workforce that reflects the diversity of the Australian population. |
Evidence-based learning and guidance material that supports women progressing to leadership positions. |
Feedback indicates learning and guidance material is useful. |
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Affirmative measures are used for entry and middle management level recruitment programs. |
Increase in the representation of Aboriginal and Torres Strait Islander peoples and people with disability. |
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Develop whole of APS Inclusion Strategy in partnership with APS agencies. |
Inclusion approach endorsed by Secretaries’ Equality and Diversity Council. |
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Support and guide workforce planning capability and practices. |
APSC facilitated forums/events promote sharing of best practice in APS workforce planning. |
Feedback from event attendees indicates value and relevance. | ||||
Relevant HR metrics that assist in strategic workforce planning and benchmarking are provided to APS agencies within agreed timeframes. |
Feedback from key stakeholders demonstrates a high level of satisfaction with the accessibility, quality and timeliness of advice, planning tools and data provided. |
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Improve the quality of talent management practices across the APS. |
Effective Secretaries and Deputy Secretaries Talent Councils. |
Feedback from key stakeholders indicates the Talent Councils are supported to operate effectively. |
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Updated tools and reference material promoting better practice are available to agencies. |
Feedback from agencies indicates that tools and guidance material are useful. |
Objective |
Deliverable | Key Performance Indicator |
Reporting Period |
|||
---|---|---|---|---|---|---|
2018–19 |
2019–20 |
2020–21 |
2021–22 |
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Partner with agencies to achieve compliance with the Government’s bargaining policies. |
New agreements made are compliant with Government policy. |
Feedback from agencies is positive about the timeliness and quality of advice. |
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Advice and support about more contemporary employment practices made available to agencies and managers. |
Feedback from stakeholders indicates an increased knowledge and confidence in using more contemporary employment practices. |
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Work with and influence agencies to modernise the APS employment framework and practices. |
Review of the Maternity Leave (Commonwealth Employees) Act 1973 and provide options for reform to the Minister. |
Review completed on time and endorsed by the Minister. |
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|
Information is made available to simplify agency employment practices. |
Feedback from agencies indicates confidence in using contemporary employment practices. |
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Lead effective reform of the APS employment management policies. |
Recommend improvements on key employment matters with a focus on recruitment, separation and mobility. |
Recommendations are supported by Secretaries Board. |
Objective |
Deliverable | Key Performance Indicator |
Reporting Period |
|||
---|---|---|---|---|---|---|
2018–19 |
2019–20 |
2020–21 |
2021–22 |
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Build digital capability in the APS by partnering with the Digital Transformation Agency. |
Deliver and refine the Leading Digital Transformation program. |
Evaluation data indicates participants are building their digital leadership capability. |
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Digital capability Learning Design Standards are available for agency use. . |
Feedback indicates Learning Design Standards are useful and being applied in the workplace. |
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Strengthen leadership and core capabilities by providing contemporary learning solutions. |
Development and roll out of contemporary leadership development solutions. |
Evaluation data indicates a positive shift in capability. |
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Support agencies to improve their workplace relations skills and performance |
Deliver the Workplace Relations Capability Program. |
Evaluation data indicates a positive shift in capability. |
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Promote best practice workforce planning to encourage effective monitoring and reporting on APS capability. |
Facilitate workforce planning forums/events to share best practice. |
Feedback from event/forum participants indicates value and relevance; and improved workforce planning practices in agencies. |
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Facilitate workforce planning forums/events to share best practice. |
Agency feedback indicates that minimum workforce metric reporting is used for workforce planning and building capability. |
Objective |
Deliverable | Key Performance Indicator |
Reporting Period |
|||
---|---|---|---|---|---|---|
2018–19 |
2019–20 |
2020–21 |
2021–22 |
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Promote a high standard of integrity across the APS. |
Facilitate the Integrity Agencies Group to coordinate, enhance, promote and embed integrity in the APS. |
Bi-annual Integrity Agencies Group meetings. |
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Provide advice on ethical issues to support high quality ethical decision making. |
Publications, networks, and other ethics support services are regularly used across the APS. |
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Evaluate agency approaches to incorporate and uphold the APS values. |
Conduct an APS wide evaluation of how agencies are embedding the values. |
Evaluative data indicates that managers and employees understand their professional obligations as APS employees. |
Objective |
Deliverable | Key Performance Indicator |
Reporting Period |
|||
---|---|---|---|---|---|---|
2018–19 |
2019–20 |
2020–21 |
2021–22 |
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Monitor and report on the APS workforce to inform workforce policies and practices. | Collect, analyse, and disseminate APS workforce data. | APSC data is regularly used to develop and assess workforce policies and practices. | ||||
Timely response to APS workforce data requests. | >85 per cent of data requests are responded to within five days. | |||||
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Maintain comprehensive datasets representative of the APS workforce. | APS Employee Census response rates remain high. | ||||
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Improve employee data completeness, particularly for diversity, in the APS Employee Database. | |||||
Work with other governments on matters relating to public sector workforce management. | Deliver public sector capacity building activities under the Australian Aid program as requested by the Department of Foreign Affairs and Trade. | Programs deliver on outcomes as agreed with the Department of Foreign Affairs and Trade. | ||||
Represent the APS and build relationships with foreign governments and other international bodies. | Host international delegations on request to share APS workforce policies and practices. | |||||
Engage with Australian public sector jurisdictions. |
Participate in inter-jurisdictional forums to share public sector workforce best practice, information, and current challenges. |