Attachment A: Activities and measures for the strategic priorities
Activity |
Area of Focus |
Proposed Performance Measure for 2020-21 |
Measure of success in 2020-21 |
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Monitor agency compliance |
Workplace Relations |
Assess the compliance of new Commonwealth workplace arrangements |
100% of new Commonwealth workplace arrangements made are compliant with the Government’s prevailing bargaining policy |
Support the Government’s agenda through provision of advice on contemporary employment practices |
Employment Practices |
Increase capability of HR practitioners to apply an innovative employment framework in the APS |
Enable continued capability development of HR practitioners by establishing outreach program by the start of 2021 that engages directly on the APS employment practices and guidance |
Delivery of workshops to HR practitioners to support implementation of best practice recruitment guidelines and other employment practices and guidance |
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Shape the APS Workforce |
Diversity and inclusion |
Support the development of a more diverse and inclusive Public Service through the co-design and implementation of Diversity Strategies |
Successful development through cross agency collaboration of the:
|
Activity |
Area of Focus |
Proposed Performance Measure for 2020-21 |
Measure of success in 2020-21 |
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Building Workforce Capability in the APS |
Workforce Strategy |
Develop an APS-wide Learning and Development (L&D) Strategy by the end of 2020 |
The APS-wide Learning and Development Strategy is endorsed Milestones for the first six months of the strategy implementation are completed by the end of June 2021 |
Embed the Professions model, and implement against high level roadmap |
Professions model introduced and agreed professional streams, including the Data Professional Stream, commenced Continue to embed the professional streams already well underway, including the HR and Digital Professional Streams |
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Workplace Relations |
Connect practitioners and build Workplace Relations capability |
Delivery of tailored workplace relations workshops, connecting workplace practitioners |
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Data and Research |
Provide the APS with data to inform and evaluate APS Workforce policies and strategies |
Data is used to shape APS Workforce policies and strategies |
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Respond to >90 per cent of data requests by the agreed due date |
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APS Employee Census response rates remain >70 per cent |
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>75 per cent of APS agencies publically release APS Employee Census results |
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Learning and Development |
Deliver learning and development programs through traditional and contemporary digital methods |
Learning and Development programs reach an increased number of participants outside of Canberra compared to 2019-20 Evaluation indicates participant satisfaction equivalent to previous years Learning and Capability Review will be complete |
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Graduate Recruitment |
Strengthen the overall APS graduate recruitment process and One-APS presence in the graduate market to increase the capability and diversity of the APS over time |
APS graduate recruitment is more coordinated across the service, with increased cross-agency collaboration Updates to the APSJobs Graduate Portal and a more coordinated One-APS graduate marketing effort are helping to strengthen the APS’s position in the graduate market and as a desired employer for graduates |
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Mobility |
Improve the policy framework for mobility to increase the responsiveness and performance of the APS |
Mobility Framework is in place and implementation is on track |
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Employees can move more readily between agencies, and between the APS and other sectors in response to strategic needs of the APS |
Activity |
Area of Focus |
Proposed Performance Measure for 2020-21 |
Measure of success in 2020-21 |
---|---|---|---|
Strengthen Leadership in the APS |
Leadership Development |
Provide contemporary leadership development opportunities |
Evaluation data from leadership development initiatives indicate an increase in participants’ self-assessment of leadership capability |
Strengthen Leadership in the APS |
Talent Management |
Effective guidance and support delivered to Talent Councils |
Talent Councils and Secretaries Board understand the strengths and diversity of the leadership pipeline, informed by objective data Feedback from Talent Councils shows that advice and guidance from the APSC helps them to build a stronger and more diverse leadership pipeline Assessments of SES Band 1 have commenced 90% of participants in talent programs have agreed learning and development plans in place |
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Activity |
Area of Focus |
Proposed Performance Measure for 2020-21 |
Measure of success in 2020-21 |
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Maintain and Enhance the reputation of the APS |
Communication |
Raise public awareness of the APS by sharing good news stories about APS employees and the work they do through social media campaigns |
Curate and/or share regular social media posts every week across the Commission’s and the APS social media platforms |
Achieve an audience growth rate of 25 per cent in the 2020-21 financial year |
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Facilitate engagement and collaboration between APS agencies through APS-wide and professional stream events |
Deliver a range of virtual or face-to-face events in the 2020-21 financial year, attracting participants from across APS agencies |
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Provide high-quality and timely support to the Minister’s Office, clearly communicating the issues and achievement of the APS |
Action all ministerial correspondence, briefs and submissions within specified timeframes |
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State of the Service Report |
Influence the public commentary and the level of reach and engagement with the report and its data analysis and insights |
The State of the Service Report has a strong user-centred design, and published within legislated timeframes, contributing to growing awareness and use within the APS |
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Stakeholders, including ministers and contributing agencies, are satisfied with the engagement process in developing the State of the Service Report |
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International |
Deliver quality program outcomes and respond to requests to share information |
Requests from International partners to share information on policies and practices increases |
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Deliver knowledge sharing activities to our international partners |
The activities we deliver in 2020-21 demonstrate we are meeting our partners’ needs |
Activity |
Area of Focus |
Proposed Performance Measure for 2020-21 |
Measure of success in 2020-21 |
---|---|---|---|
Promoting a high standard of integrity in the APS |
Build and uphold a pro-integrity culture within the APS |
Develop and effectively implement pro-integrity initiatives |
APS displays a consistently strong pro-integrity culture through the:
|
Activity |
Area of Focus |
Proposed Performance Measure for 2020-21 |
Measure of success in 2020-21 |
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Be an Employer of Choice in a competitive marketplace
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Corporate Strategies |
Execution of the Workforce Strategy including development of an Implementation and Evaluation Plan |
Workforce Strategy endorsed and implementation milestones are completed in line with Implementation Plan |
Execution of the Strategic Resource Framework |
Endorse and implement of the Strategic Resource Framework as a fit for purpose resource allocation and reporting framework that supports the strategic resource decisions and accountabilities |
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Execution of the Digital, Technology & Data Investment and Prioritisation Framework |
Implement of the Digital, Technology & Data: Investment and Prioritisation Framework to support the broader strategic budget and priority setting |
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Continue to focus on enhancing cyber security within the APSC |
Working with our partners, we will provide relevant training for our staff |