Performance
The Corporate Plan 2025–26 is our primary planning document.
Our performance framework provides a clear line of sight between the portfolio budget statements (PBS), corporate plan and annual report.
Our performance measures set out what we intend to achieve and provide a basis for assessing our performance over time. We use a mix of qualitative and quantitative performance measures covering a combination of output, efficiency and effectiveness.
Throughout the year we monitor and report on our progress against our performance measures. This provides our Executive Board with opportunities to address any risks and make improvements to ensure delivery against our purpose. Our Audit and Risk Committee provides us with advice on the appropriateness of our performance information.
Continuous improvement
In early 2024, we revised our purpose, vision and key activities to align to the Commissioner’s functions as outlined in the Act. We revised our performance measures, which provide a basis for monitoring, assessing and reporting on our performance over time.
Building on the work undertaken in 2023–24 to transform our purpose, key activities and performance measures we have reviewed the appropriateness of our measures for 2025–26. We have made changes for 2025–26 to enhance our performance measures and targets to enhance the reliability and verifiability of performance information.
An explanation outlining changes to measures between our previous corporate plan, most recent PBS and this Corporate Plan are summarised at the bottom of each measure, and a consolidated list that outlines the description of the changes can be found in Appendix A.
We will continue to review and refine our performance assessment methodologies through each reporting cycle. Uplifting, supporting and maintaining data integrity will remain a critical focus area for our performance reporting framework and the ongoing maturity of our performance measures.
Our performance framework
Portfolio Budget Statements 2025–26 |
Corporate Plan 2025–26 |
|---|---|
| Outcome 1 Increased awareness and adoption of best practice public administration by the public service through leadership, promotion, advice and professional development, drawing on research and evaluation. |
Purpose We are stewards of the Australian Public Service as custodians of public service integrity, workforce management and capability. |
| Program 1.1 This program contributes to the outcome through building capacity, driving productivity and performance, streamlining processes, and promoting integrity and accountability. |
Vision A trusted and contemporary Australian Public Service that delivers for Government and for Australia. |
Our key activities and performance measures |
|
|---|---|
| Key activity | Performance measures |
| Key Activity 1: Promote and uphold the high standards of integrity and conduct within the APS |
1.1 Promote the APS Values, APS Employment Principles and the Code of Conduct through identified promotion activities 1.2 Provide integrity and employment policy advice and assistance 1.3 Support the public sector to build a pro-integrity culture |
| Key Activity 2: Lead and support the development of quality APS workforce management policy |
2.1 Right settings are in place to support an effective APS workforce 2.2 Maintain First Nations representation at SES levels across the APS. |
| Key Activity 3: Build APS capability and leadership for the future |
3.1 Support APS leadership to develop their leadership capability 3.2 Contribute to an uplift in APS capability in the domains of APS Craft |
| Key Activity 4: Foster an APS that engages and partners with people, communities and business |
4.1 APS is better enabled to engage and partner with people, communities and business |
Reporting on our progress against achieving our purpose |
|
| 2025–26 Annual Performance Statements | |