Performance
Our performance framework sets out what we intend to achieve and provides 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 are responsible for tracking, monitoring and reporting their performance against the relevant key activities and measures. All measures will be reported on using a predetermined performance methodology as detailed in our performance audit trails and 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 that we achieve our purpose.
Our Audit and Risk Committee provides advice to the Commissioner on the appropriateness of our performance information and our systems for assessing, monitoring and reporting on our performance.
Continuous improvement
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.
Since our 2026–27 Portfolio Budget Statements, we have made changes to our performance measures. The details and rationale for each change are outlined in a table at Appendix 1. The measurement and assessment of the performance measures outlined in our 2026–27 Corporate Plan will be reported in our 2026–27 Annual Performance Statements.
Assessment scale
In 2026–27, our assessment methodology has been standardised through the introduction of a three-point rating scale: Achieved, Partially Achieved and Not Achieved. This replaces the previous four-point scale used in earlier reporting periods. The revised scale supports a more consistent and transparent approach to assessing performance.
This change in methodology should be considered when comparing assessment outcomes with previous reporting periods.
Our Performance Framework
| Portfolio Budget Statements 2026–27 | Corporate Plan 2026–27 |
|---|---|
|
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. |
| Key Activities and Performance Measures 2026–27 | ||
|---|---|---|
| Key activities | Performance measures | |
| 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 |
| 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 |
| 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 Performance | ||
| Annual Performance Statements (Published in our 2026–27 Annual Report) |
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