Our Performance
Our performance framework 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 to evaluate how we have achieved our purpose.
Over the reporting period, business areas will be responsible for tracking, monitoring and reporting their performance against their relevant key activities and measures. All measures will be reported on using a predetermined performance methodology, as outlined within each performance measure below.
Our mechanism for tracking, monitoring and reporting against our performance measures provides our Executive Board with regular opportunities to address any risks and to make improvements to ensure delivery against our purpose.
Our Audit and Risk Committee provides the Commissioner with advice on the appropriateness of our performance information and our systems for assessing, monitoring and reporting on our performance.
Varying our performance framework
This varied Corporate Plan 2025–29 reflects changes to the Commission’s performance information.
We have refined our key activities to better align with the Commission’s legislative responsibilities, purpose, and our Portfolio Budget Statements program and outcome. Our key activities represent the work of the Commission that has the most significant contributions to achieving our purpose and are supported by our operational priorities.
Our performance measures provide us with a reliable, complete and balanced mechanism for measuring how we are achieving our purpose, aligned to our key activities. We use robust data sources and reliable methodologies to evidence our performance.
Continuous improvement
An explanation of the changes to measures between our 2024–25 Corporate Plan, 2025–26 PBS, 2025–26 Corporate Plan and this varied 2025–26 Corporate Plan are summarised at the bottom of each performance measure. A consolidated list with brief descriptions of the changes can be found at 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 |
| 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 |
Reporting on our progress against achieving our purpose |
|
| 2025–26 Annual Performance Statements | |