Attachment A: Activities and measures for the strategic priorities

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

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:

• APS Disability Employment Strategy
• Commonwealth Aboriginal and Torres Strait Islander Workforce Strategy, and
• APS Gender Equality Strategy

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

Workplace Relations

Connect practitioners and build Workplace Relations capability

Delivery of tailored workplace relations workshops, connecting workplace practitioners

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

Respond to >90 per cent of data requests by the agreed due date

APS Employee Census response rates remain >70 per cent

>75 per cent of APS agencies publically release APS Employee Census results

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

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

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

Employees can move more readily between agencies, and between the APS and other sectors in response to strategic needs of the APS

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

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

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

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

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

Stakeholders, including ministers and contributing agencies, are satisfied with the engagement process in developing the State of the Service Report

International

Deliver quality program outcomes and respond to requests to share information

Requests from International partners to share information on policies and practices increases

Deliver knowledge sharing activities to our international partners

The activities we deliver in 2020-21 demonstrate we are meeting our partners’ needs

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:

• Development and implementation of renewed integrity training
• Guidance materials are up-to-date and fit for purpose
• APS integrity culture is clearly understood and a forward plan established for reinforcing pro-integrity culture

Be an Employer of Choice in a competitive marketplace

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

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

Continue to focus on enhancing cyber security within the APSC

Working with our partners, we will provide relevant training for our staff