{ "entity_id": "O-000909", "folder": "Australian-Public-Service-Commission", "name": "Australian Public Service Commission", "type": "Non-corporate Commonwealth Entity", "jurisdiction": "Commonwealth", "portfolio": "Prime Minister and Cabinet", "website": "http://www.apsc.gov.au", "data_status": "partial", "completeness": { "has_strategy_brief": true, "has_strategy_structured": true, "has_vision": false, "has_kpi_targets": true, "has_kpi_results": true, "has_strategy_overview": true, "has_legislation_text": true, "has_legislation_structured": false, "has_global_initiatives_text": true, "has_global_initiatives_structured": false, "n_global_initiatives": 0, "has_ideas": true, "has_artifacts": true, "n_ideas": 12, "n_legislation": 0, "n_artifacts": 5, "n_kpi_targets": 6, "n_kpi_results": 6, "n_outcomes": 6, "verified_own_data": true }, "strategy_profile": { "status": "needs_review", "confidence": "medium", "summary": "To build and develop our future workforce, and operate efficiently and effectively, we must ensure strong links between our workforce, our business needs and government priorities.", "official_site_url": "http://www.apsc.gov.au", "source_documents": [ { "type": "strategie", "title": "APS Workforce strategy 2025, accessible version", "url": "http://www.apsc.gov.au/sites/default/files/2021-03/APS_Workforce_strategy_2025.pdf", "period": "2021", "confidence": "medium" }, { "type": "strategie", "title": "APS Workforce Strategy 2025", "url": "http://www.apsc.gov.au/sites/default/files/2021-03/APS_Workforce_strategy.pdf", "period": "2021", "confidence": "medium" } ], "purpose": { "text": "To build and develop our future workforce, and operate efficiently and effectively, we must ensure strong links between our workforce, our business needs and government priorities.", "source_url": "http://www.apsc.gov.au/sites/default/files/2021-03/APS_Workforce_strategy_2025.pdf", "source_page": 6, "source_deep_url": "http://www.apsc.gov.au/sites/default/files/2021-03/APS_Workforce_strategy_2025.pdf#page=6" }, "vision": null, "strategic_priorities": [ { "title": "Attract, build and retain skills, expertise and talent", "description": "Attract, build and retain skills, expertise and talent", "source_url": "http://www.apsc.gov.au/sites/default/files/2021-03/APS_Workforce_strategy_2025.pdf", "source_page": 6, "source_deep_url": "http://www.apsc.gov.au/sites/default/files/2021-03/APS_Workforce_strategy_2025.pdf#page=6" }, { "title": "Embrace data, technology and flexible and responsive workforce models", "description": "Embrace data, technology and flexible and responsive workforce models", "source_url": "http://www.apsc.gov.au/sites/default/files/2021-03/APS_Workforce_strategy_2025.pdf", "source_page": 6, "source_deep_url": "http://www.apsc.gov.au/sites/default/files/2021-03/APS_Workforce_strategy_2025.pdf#page=6" }, { "title": "Strengthen integrity and purposeful leadership", "description": "Strengthen integrity and purposeful leadership", "source_url": "http://www.apsc.gov.au/sites/default/files/2021-03/APS_Workforce_strategy_2025.pdf", "source_page": 6, "source_deep_url": "http://www.apsc.gov.au/sites/default/files/2021-03/APS_Workforce_strategy_2025.pdf#page=6" } ], "values": [ { "name": "Impartial", "description": "", "source_url": "http://www.apsc.gov.au/sites/default/files/2021-03/APS_Workforce_strategy_2025.pdf", "source_page": null }, { "name": "Committed to Service", "description": "", "source_url": "http://www.apsc.gov.au/sites/default/files/2021-03/APS_Workforce_strategy_2025.pdf", "source_page": null }, { "name": "Accountable", "description": "", "source_url": "http://www.apsc.gov.au/sites/default/files/2021-03/APS_Workforce_strategy_2025.pdf", "source_page": null }, { "name": "Respectful", "description": "", "source_url": "http://www.apsc.gov.au/sites/default/files/2021-03/APS_Workforce_strategy_2025.pdf", "source_page": null }, { "name": "Ethical", "description": "", "source_url": "http://www.apsc.gov.au/sites/default/files/2021-03/APS_Workforce_strategy_2025.pdf", "source_page": null } ], "outcomes": [ { "name": "Strong capabilities aligned to current and emerging enterprise-wide requirements", "description": "A workforce focused on developing strong capabilities aligned to current and emerging enterprise-wide requirements.", "activities": [ "Establishment of the APS Academy", "Development of entry pathway programs and guidance for agencies" ], "source_url": "http://www.apsc.gov.au/sites/default/files/2021-03/APS_Workforce_strategy_2025.pdf", "source_page": 47, "source_deep_url": "http://www.apsc.gov.au/sites/default/files/2021-03/APS_Workforce_strategy_2025.pdf#page=47" }, { "name": "Strong learning culture and growth mindset", "description": "A strong learning culture and growth mindset, and commitment to continuous development.", "activities": [ "Development of modern recruitment practices", "Implementation of workforce attraction and development programs under the Digital and Data Professional Stream" ], "source_url": "http://www.apsc.gov.au/sites/default/files/2021-03/APS_Workforce_strategy_2025.pdf", "source_page": 47, "source_deep_url": "http://www.apsc.gov.au/sites/default/files/2021-03/APS_Workforce_strategy_2025.pdf#page=47" }, { "name": "Compelling employee value proposition", "description": "A compelling employee value proposition that is well positioned to attract top Australian talent to choose a career with the APS.", "activities": [ "Market research showing the APS as a top employer for graduates", "Market research showing the APS is a career choice for data, digital and strategic HR professionals" ], "source_url": "http://www.apsc.gov.au/sites/default/files/2021-03/APS_Workforce_strategy_2025.pdf", "source_page": 47, "source_deep_url": "http://www.apsc.gov.au/sites/default/files/2021-03/APS_Workforce_strategy_2025.pdf#page=47" }, { "name": "One APS workforce that is seamlessly mobilised to respond to shifts in government priorities", "description": "One APS workforce that is seamlessly mobilised to respond to shifts in government priorities.", "activities": [ "APS Mobility Framework", "Implementation of workforce attraction and development programs under the Digital and Data Professional Stream" ], "source_url": "http://www.apsc.gov.au/sites/default/files/2021-03/APS_Workforce_strategy_2025.pdf", "source_page": 47, "source_deep_url": "http://www.apsc.gov.au/sites/default/files/2021-03/APS_Workforce_strategy_2025.pdf#page=47" }, { "name": "Solid core digital and data skills literacy", "description": "Solid core digital and data skills literacy for all staff.", "activities": [ "Focused investment in Talent Management programs for APS leadership roles", "Design and roll out of leadership development programs, including Leading in the Digital Age program" ], "source_url": "http://www.apsc.gov.au/sites/default/files/2021-03/APS_Workforce_strategy_2025.pdf", "source_page": 47, "source_deep_url": "http://www.apsc.gov.au/sites/default/files/2021-03/APS_Workforce_strategy_2025.pdf#page=47" }, { "name": "Pro-integrity culture", "description": "An APS workforce which models and promotes a pro-integrity culture.", "activities": [ "Pro-integrity training for all staff", "Guidance for agencies on building a pro-integrity culture" ], "source_url": "http://www.apsc.gov.au/sites/default/files/2021-03/APS_Workforce_strategy_2025.pdf", "source_page": 47, "source_deep_url": "http://www.apsc.gov.au/sites/default/files/2021-03/APS_Workforce_strategy_2025.pdf#page=47" } ], "performance_measures": [ { "code": "CCE01", "measure": "Fewer agencies report capability gaps or skill shortages in data, digital and strategic HR", "target": "None", "latest_result": "None", "status": "None", "target_source_url": "http://www.apsc.gov.au/sites/default/files/2021-03/APS_Workforce_strategy_2025.pdf", "target_source_page": 47, "result_source_url": "", "result_source_page": 47 }, { "code": "CCE02", "measure": "Majority of APS employees take accountability for own learning and career development", "target": "None", "latest_result": "None", "status": "None", "target_source_url": "http://www.apsc.gov.au/sites/default/files/2021-03/APS_Workforce_strategy_2025.pdf", "target_source_page": 47, "result_source_url": "", "result_source_page": 47 }, { "code": "CCE03", "measure": "Market research shows the APS is a career choice for data, digital and strategic HR professionals", "target": "None", "latest_result": "None", "status": "None", "target_source_url": "http://www.apsc.gov.au/sites/default/files/2021-03/APS_Workforce_strategy_2025.pdf", "target_source_page": 47, "result_source_url": "", "result_source_page": 47 }, { "code": "CCE04", "measure": "One APS workforce that is seamlessly mobilised to respond to shifts in government priorities", "target": "None", "latest_result": "None", "status": "None", "target_source_url": "http://www.apsc.gov.au/sites/default/files/2021-03/APS_Workforce_strategy_2025.pdf", "target_source_page": 47, "result_source_url": "", "result_source_page": 47 }, { "code": "CCE05", "measure": "Solid core digital and data skills literacy for all staff", "target": "None", "latest_result": "None", "status": "None", "target_source_url": "http://www.apsc.gov.au/sites/default/files/2021-03/APS_Workforce_strategy_2025.pdf", "target_source_page": 47, "result_source_url": "", "result_source_page": 47 }, { "code": "CCE06", "measure": "Majority of APS employees report having the tools and digital skills to efficiently and effectively do their job", "target": "None", "latest_result": "None", "status": "None", "target_source_url": "http://www.apsc.gov.au/sites/default/files/2021-03/APS_Workforce_strategy_2025.pdf", "target_source_page": 47, "result_source_url": "", "result_source_page": 47 } ], "document_alignment_terms": { "must_support": [ "To build and develop our future workforce, and operate efficiently and effectively, we must ensure strong links between our workforce, our business needs and government priorities.", "Attract, build and retain skills, expertise and talent", "Embrace data, technology and flexible and responsive workforce models", "Strengthen integrity and purposeful leadership" ], "watch_terms": [ "Fewer agencies report capability gaps or skill shortages in data, digital and strategic HR", "Majority of APS employees take accountability for own learning and career development", "Market research shows the APS is a career choice for data, digital and strategic HR professionals", "One APS workforce that is seamlessly mobilised to respond to shifts in government priorities", "Solid core digital and data skills literacy for all staff", "Majority of APS employees report having the tools and digital skills to efficiently and effectively do their job" ], "avoid_claiming_without_evidence": [] }, "review_note": "Structured strategy exists but is incomplete." }, "global_initiatives": null, "strategy": { "reporting_period": "2024-25", "corporate_plan_period": "2025-26", "vision": null, "vision_source_page": null, "purposes": "To build and develop our future workforce, and operate efficiently and effectively, we must ensure strong links between our workforce, our business needs and government priorities.", "purposes_source_page": 6, "how_we_deliver": "We will recruit and develop the capabilities and skills needed to be a diverse, high-performing workforce that facilitates career pathways across an outcomes-focused enterprise.", "how_we_deliver_source_page": 6, "government_priorities": [ { "text": "Attract, build and retain skills, expertise and talent", "source_page": 6 }, { "text": "Embrace data, technology and flexible and responsive workforce models", "source_page": 6 }, { "text": "Strengthen integrity and purposeful leadership", "source_page": 6 } ], "outcomes": [ { "name": "Strong capabilities aligned to current and emerging enterprise-wide requirements", "description": "A workforce focused on developing strong capabilities aligned to current and emerging enterprise-wide requirements.", "key_activities": [ "Establishment of the APS Academy", "Development of entry pathway programs and guidance for agencies" ], "source_page": 47 }, { "name": "Strong learning culture and growth mindset", "description": "A strong learning culture and growth mindset, and commitment to continuous development.", "key_activities": [ "Development of modern recruitment practices", "Implementation of workforce attraction and development programs under the Digital and Data Professional Stream" ], "source_page": 47 }, { "name": "Compelling employee value proposition", "description": "A compelling employee value proposition that is well positioned to attract top Australian talent to choose a career with the APS.", "key_activities": [ "Market research showing the APS as a top employer for graduates", "Market research showing the APS is a career choice for data, digital and strategic HR professionals" ], "source_page": 47 }, { "name": "One APS workforce that is seamlessly mobilised to respond to shifts in government priorities", "description": "One APS workforce that is seamlessly mobilised to respond to shifts in government priorities.", "key_activities": [ "APS Mobility Framework", "Implementation of workforce attraction and development programs under the Digital and Data Professional Stream" ], "source_page": 47 }, { "name": "Solid core digital and data skills literacy", "description": "Solid core digital and data skills literacy for all staff.", "key_activities": [ "Focused investment in Talent Management programs for APS leadership roles", "Design and roll out of leadership development programs, including Leading in the Digital Age program" ], "source_page": 47 }, { "name": "Pro-integrity culture", "description": "An APS workforce which models and promotes a pro-integrity culture.", "key_activities": [ "Pro-integrity training for all staff", "Guidance for agencies on building a pro-integrity culture" ], "source_page": 47 } ], "values": [ "Impartial", "Committed to Service", "Accountable", "Respectful", "Ethical" ], "values_framework_name": "APS Values and Code of Conduct", "kpi_targets_2025_26": [ { "code": "CCE01", "measure": "Fewer agencies report capability gaps or skill shortages in data, digital and strategic HR", "target": "None", "source_page": 47 }, { "code": "CCE02", "measure": "Majority of APS employees take accountability for own learning and career development", "target": "None", "source_page": 47 }, { "code": "CCE03", "measure": "Market research shows the APS is a career choice for data, digital and strategic HR professionals", "target": "None", "source_page": 47 }, { "code": "CCE04", "measure": "One APS workforce that is seamlessly mobilised to respond to shifts in government priorities", "target": "None", "source_page": 47 }, { "code": "CCE05", "measure": "Solid core digital and data skills literacy for all staff", "target": "None", "source_page": 47 }, { "code": "CCE06", "measure": "Majority of APS employees report having the tools and digital skills to efficiently and effectively do their job", "target": "None", "source_page": 47 } ], "kpi_results_2024_25": [ { "code": "CCE01", "measure": "Fewer agencies report capability gaps or skill shortages in data, digital and strategic HR", "result": "None", "status": "None", "source_page": 47 }, { "code": "CCE02", "measure": "Majority of APS employees take accountability for own learning and career development", "result": "None", "status": "None", "source_page": 47 }, { "code": "CCE03", "measure": "Market research shows the APS is a career choice for data, digital and strategic HR professionals", "result": "None", "status": "None", "source_page": 47 }, { "code": "CCE04", "measure": "One APS workforce that is seamlessly mobilised to respond to shifts in government priorities", "result": "None", "status": "None", "source_page": 47 }, { "code": "CCE05", "measure": "Solid core digital and data skills literacy for all staff", "result": "None", "status": "None", "source_page": 47 }, { "code": "CCE06", "measure": "Majority of APS employees report having the tools and digital skills to efficiently and effectively do their job", "result": "None", "status": "None", "source_page": 47 } ], "_source_urls": { "annual_report_url": "", "corporate_plan_url": "" } }, "ideas": [ { "entity_id": "O-000909", "entity_name": "Australian Public Service Commission", "folder_name": "Australian-Public-Service-Commission", "category": "Staff Productivity", "scale": "small", "title": "Reusable briefing and summary assistant for internal documents", "idea": "Create controlled templates for summarising reports, submissions, minutes, and ministerial briefs.", "quote": "[Page 3]\nAPS Workforce Planning Guide\n43\nAppendices\nDoes the plan address the following?\n□ H ow the workforce management □ I s there a clear picture of priority\napproach will support both delivery workforces/segments aligned to the\nand overall strategic direction? business direction?\n□ H ow the workforce will be organised □ I s these a narrative around the\nto ensure the organisation can deliver capability building focus, including\nthe desired results? cross-organisation work system\nstewardship?\n□ I s there alignment between the\nbusiness strategy/corporate plan □ I s there prioritisation of capability\nand strategic workforce plan/people building and associated investment?\nstrategy?\n□ I s there identification of capability\n□ H ow the organisation will manage key development needs over the next\nrisk/s around its workforce?", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "APS staff / executives", "source": "other-pdfs/Appendix-201-20-E2-80-93-20Workforce-20Planning-20Guiding-20Questions.pdf (http://www.apsc.gov.au/sites/default/files/2023-05/Appendix%201%20%E2%80%93%20Workforce%20Planning%20Guiding%20Questions.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Sensitive information leakage", "Inconsistent quality of generated drafts" ] }, { "entity_id": "O-000909", "entity_name": "Australian Public Service Commission", "folder_name": "Australian-Public-Service-Commission", "category": "Staff Productivity", "scale": "large", "title": "Department-wide knowledge and briefing platform", "idea": "Build a secure knowledge platform that lets staff search, summarise, and cite approved departmental material.", "quote": "[Page 3]\nAPS Workforce Planning Guide\n43\nAppendices\nDoes the plan address the following?\n□ H ow the workforce management □ I s there a clear picture of priority\napproach will support both delivery workforces/segments aligned to the\nand overall strategic direction? business direction?\n□ H ow the workforce will be organised □ I s these a narrative around the\nto ensure the organisation can deliver capability building focus, including\nthe desired results? cross-organisation work system\nstewardship?\n□ I s there alignment between the\nbusiness strategy/corporate plan □ I s there prioritisation of capability\nand strategic workforce plan/people building and associated investment?\nstrategy?\n□ I s there identification of capability\n□ H ow the organisation will manage key development needs over the next\nrisk/s around its workforce?", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "APS staff / executives", "source": "other-pdfs/Appendix-201-20-E2-80-93-20Workforce-20Planning-20Guiding-20Questions.pdf (http://www.apsc.gov.au/sites/default/files/2023-05/Appendix%201%20%E2%80%93%20Workforce%20Planning%20Guiding%20Questions.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Sensitive information leakage", "Inconsistent quality of generated drafts" ] }, { "entity_id": "O-000909", "entity_name": "Australian Public Service Commission", "folder_name": "Australian-Public-Service-Commission", "category": "Citizen Services", "scale": "small", "title": "Plain-language service pages and proactive status updates", "idea": "Rewrite high-volume pages and letters into plain language, add status notifications, and measure contact reduction.", "quote": "[pages 25,26]\nr\nCOVID-19 crisis to improve the way they to the use of data101\nworked94\nCOVID-19 Innovation in service delivery\nDuring the pandemic, user adoption The Digital Service Standard102\nof digital technologies advanced 5 sets out best practice for how\nyears in approximately 8 weeks95 teams are formed, how they work\nand how they design and deliver digital\nservices\nInvestment in technology\nAgility\nOver 111,000 APS employees are\nThe need to deliver faster and in a\nworking in agencies currently affected by\nmore agile manner was demonstrated\ndeliverables in the Digital Transformation\nRoadmap 202596 when the APS mobilised\nmore than 2,300\n9 in 10 Australian companies are employees across\ninvesting in and adopting big data government temporarily, to\nanalytics97\ndeliver critical functions during COVID-19", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Citizens / service users", "source": "strategies/APS_Workforce_strategy.pdf (http://www.apsc.gov.au/sites/default/files/2021-03/APS_Workforce_strategy.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Digital exclusion", "Low public trust if feedback is not acted on" ] }, { "entity_id": "O-000909", "entity_name": "Australian Public Service Commission", "folder_name": "Australian-Public-Service-Commission", "category": "Citizen Services", "scale": "large", "title": "Single front door for life-event based services", "idea": "Bundle services around life events so citizens can complete related steps across agencies in one journey.", "quote": "[pages 25,26]\nr\nCOVID-19 crisis to improve the way they to the use of data101\nworked94\nCOVID-19 Innovation in service delivery\nDuring the pandemic, user adoption The Digital Service Standard102\nof digital technologies advanced 5 sets out best practice for how\nyears in approximately 8 weeks95 teams are formed, how they work\nand how they design and deliver digital\nservices\nInvestment in technology\nAgility\nOver 111,000 APS employees are\nThe need to deliver faster and in a\nworking in agencies currently affected by\nmore agile manner was demonstrated\ndeliverables in the Digital Transformation\nRoadmap 202596 when the APS mobilised\nmore than 2,300\n9 in 10 Australian companies are employees across\ninvesting in and adopting big data government temporarily, to\nanalytics97\ndeliver critical functions during COVID-19", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Citizens / service users", "source": "strategies/APS_Workforce_strategy.pdf (http://www.apsc.gov.au/sites/default/files/2021-03/APS_Workforce_strategy.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Digital exclusion", "Low public trust if feedback is not acted on" ] }, { "entity_id": "O-000909", "entity_name": "Australian Public Service Commission", "folder_name": "Australian-Public-Service-Commission", "category": "Data & Performance", "scale": "small", "title": "KPI evidence register with named owners", "idea": "Create a simple register mapping each KPI to source data, owner, frequency, target, and last result.", "quote": "[pages 38,39]\ned in Delivering for Australians. key strategy outputs driving outcomes which will,\nin time, deliver these planned benefits – refer to\n• In 2023, a checkpoint review will consider\nAttachment 1.\nchanges in the operating context, progress on\nkey actions and make recommendations to Measurement and evaluation of planned benefits\nSecretaries about the remaining two years of the relies heavily on existing data collection and\nStrategy. management mechanisms such as the APS\n• A full review of the Strategy will be undertaken in Employment Database, the APS Employee Census\n2025 and reported to Secretaries. and the Agency Survey, to provide a structured and\ncoordinated approach while removing duplication\nof data collection and enabling economies of scale\nacross the APS.", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Executives / Parliament / public", "source": "strategies/APS_Workforce_strategy.pdf (http://www.apsc.gov.au/sites/default/files/2021-03/APS_Workforce_strategy.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability" ] }, { "entity_id": "O-000909", "entity_name": "Australian Public Service Commission", "folder_name": "Australian-Public-Service-Commission", "category": "Data & Performance", "scale": "large", "title": "Outcome dashboard linking budget, delivery, and public impact", "idea": "Build a public-facing outcome dashboard showing spend, outputs, outcomes, and delivery confidence.", "quote": "[pages 38,39]\ned in Delivering for Australians. key strategy outputs driving outcomes which will,\nin time, deliver these planned benefits – refer to\n• In 2023, a checkpoint review will consider\nAttachment 1.\nchanges in the operating context, progress on\nkey actions and make recommendations to Measurement and evaluation of planned benefits\nSecretaries about the remaining two years of the relies heavily on existing data collection and\nStrategy. management mechanisms such as the APS\n• A full review of the Strategy will be undertaken in Employment Database, the APS Employee Census\n2025 and reported to Secretaries. and the Agency Survey, to provide a structured and\ncoordinated approach while removing duplication\nof data collection and enabling economies of scale\nacross the APS.", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Executives / Parliament / public", "source": "strategies/APS_Workforce_strategy.pdf (http://www.apsc.gov.au/sites/default/files/2021-03/APS_Workforce_strategy.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability" ] }, { "entity_id": "O-000909", "entity_name": "Australian Public Service Commission", "folder_name": "Australian-Public-Service-Commission", "category": "Risk & Assurance", "scale": "small", "title": "Recommendation tracker for audits, reviews, and inquiries", "idea": "Publish a single internal tracker for audit/review recommendations, owners, due dates, and implementation evidence.", "quote": "[Page 32]\nefforts to do this in line with Recommendation 7 of\nthe APS Review and the Government’s commitment\nto reinforce integrity culture in the APS.126 Pro-\nintegrity culture at the institutional level goes beyond\nfocusing purely on compliance with a set of rules;\nit also involves values and acknowledges and\nchampions proactively doing the right thing.\n‘Australians should be at the centre\nof government – in the decisions To support this work, the APSC commissioned Mr\nStephen Sedgwick AO to consult across the APS and\nit makes, in the programs and\nprovide a report on institutional integrity in the APS.\nprojects it delivers, and in meeting\nMr Sedgwick made 10 recommendations, focusing\ncommunity expectations.’123 on three core elements: awareness, capability and\naccountability.", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Executives / assurance teams", "source": "strategies/APS_Workforce_strategy.pdf (http://www.apsc.gov.au/sites/default/files/2021-03/APS_Workforce_strategy.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Regulatory capture", "Over-automation of judgement" ] }, { "entity_id": "O-000909", "entity_name": "Australian Public Service Commission", "folder_name": "Australian-Public-Service-Commission", "category": "Risk & Assurance", "scale": "large", "title": "Integrated assurance and lessons-learned system", "idea": "Create an assurance system that connects audit findings, risk registers, delivery reviews, and investment decisions.", "quote": "[Page 32]\nefforts to do this in line with Recommendation 7 of\nthe APS Review and the Government’s commitment\nto reinforce integrity culture in the APS.126 Pro-\nintegrity culture at the institutional level goes beyond\nfocusing purely on compliance with a set of rules;\nit also involves values and acknowledges and\nchampions proactively doing the right thing.\n‘Australians should be at the centre\nof government – in the decisions To support this work, the APSC commissioned Mr\nStephen Sedgwick AO to consult across the APS and\nit makes, in the programs and\nprovide a report on institutional integrity in the APS.\nprojects it delivers, and in meeting\nMr Sedgwick made 10 recommendations, focusing\ncommunity expectations.’123 on three core elements: awareness, capability and\naccountability.", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Executives / assurance teams", "source": "strategies/APS_Workforce_strategy.pdf (http://www.apsc.gov.au/sites/default/files/2021-03/APS_Workforce_strategy.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Regulatory capture", "Over-automation of judgement" ] }, { "entity_id": "O-000909", "entity_name": "Australian Public Service Commission", "folder_name": "Australian-Public-Service-Commission", "category": "Procurement & Delivery", "scale": "small", "title": "Procurement lessons library for repeat purchases", "idea": "Capture reusable procurement clauses, market lessons, supplier performance notes, and common evaluation criteria.", "quote": "Questions to ask when engaging with the business:\nStrategic direction & delivery\n• Do the critical functions/roles support the overall future direction of the\norganisation?\n• Based on the current environment what are the impacts on service delivery over the\nnext 6-12 months, 12-18 months, 3-5 years?\n• How many staff would support critical functions?\n• How would the workforce transition support critical functions?", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Delivery teams / suppliers", "source": "other-pdfs/APS-20Centre-20of-20Excellence-20--20Workforce-20Planning-20Guide-20--20Accessib.pdf (http://www.apsc.gov.au/sites/default/files/2023-04/APS%20Centre%20of%20Excellence%20-%20Workforce%20Planning%20Guide%20-%20Accessibility.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability" ] }, { "entity_id": "O-000909", "entity_name": "Australian Public Service Commission", "folder_name": "Australian-Public-Service-Commission", "category": "Procurement & Delivery", "scale": "large", "title": "Portfolio delivery office for major investments", "idea": "Stand up a portfolio delivery office that tracks benefits, risks, dependencies, procurement, and delivery confidence.", "quote": "Questions to ask when engaging with the business:\nStrategic direction & delivery\n• Do the critical functions/roles support the overall future direction of the\norganisation?\n• Based on the current environment what are the impacts on service delivery over the\nnext 6-12 months, 12-18 months, 3-5 years?\n• How many staff would support critical functions?\n• How would the workforce transition support critical functions?", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Delivery teams / suppliers", "source": "other-pdfs/APS-20Centre-20of-20Excellence-20--20Workforce-20Planning-20Guide-20--20Accessib.pdf (http://www.apsc.gov.au/sites/default/files/2023-04/APS%20Centre%20of%20Excellence%20-%20Workforce%20Planning%20Guide%20-%20Accessibility.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability" ] }, { "entity_id": "O-000909", "entity_name": "Australian Public Service Commission", "folder_name": "Australian-Public-Service-Commission", "category": "Regulation & Policy", "scale": "small", "title": "Regulatory burden scan for forms, guidance, and reporting", "idea": "Identify the top 10 highest-friction reporting obligations and simplify guidance, forms, or evidence requirements.", "quote": "4 Pillars\n8 Outcomes\nThe APS embodies integrity in everything it does\nPublic service employees act with and champion integrity\n59\ninitiatives with potential for additional reforms based on an incremental and adaptive approach\nPublic service employees are stewards of the public service\nThe APS puts people and business at the centre of policy and services\nThe APS delivers human and user-centred policy and service excellence\nThe APS has effective relationships and partnerships with First Nations peoples\nThe APS is a model employer\nThe APS' employee value proposition is attractive\nThe APS sets the standard for equity, inclusion and diversity\nThe APS sets the standard for First Nations employment and cultural competency\nThe APS has the capability to do its job well\nThe APS continuously improves its capabilities\n1\n2\n3\n4\n5\n6\nCommitted and accountable leaders\nMeasure and reporting what matters", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Regulated entities / policy teams", "source": "pages/reforms-index.html (http://www.apsc.gov.au/initiatives-and-programs/aps-reform)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Regulatory capture", "Over-automation of judgement" ] }, { "entity_id": "O-000909", "entity_name": "Australian Public Service Commission", "folder_name": "Australian-Public-Service-Commission", "category": "Regulation & Policy", "scale": "large", "title": "Adaptive regulation program with live feedback loops", "idea": "Create an adaptive regulation model using sandboxes, industry data, risk scoring, and regular rule updates.", "quote": "4 Pillars\n8 Outcomes\nThe APS embodies integrity in everything it does\nPublic service employees act with and champion integrity\n59\ninitiatives with potential for additional reforms based on an incremental and adaptive approach\nPublic service employees are stewards of the public service\nThe APS puts people and business at the centre of policy and services\nThe APS delivers human and user-centred policy and service excellence\nThe APS has effective relationships and partnerships with First Nations peoples\nThe APS is a model employer\nThe APS' employee value proposition is attractive\nThe APS sets the standard for equity, inclusion and diversity\nThe APS sets the standard for First Nations employment and cultural competency\nThe APS has the capability to do its job well\nThe APS continuously improves its capabilities\n1\n2\n3\n4\n5\n6\nCommitted and accountable leaders\nMeasure and reporting what matters", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Regulated entities / policy teams", "source": "pages/reforms-index.html (http://www.apsc.gov.au/initiatives-and-programs/aps-reform)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Regulatory capture", 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"http://www.apsc.gov.au/sites/default/files/2023-04/APS%20Centre%20of%20Excellence%20-%20Workforce%20Planning%20Guide%20-%20Accessibility.pdf", "file": "other-pdfs/APS-20Centre-20of-20Excellence-20--20Workforce-20Planning-20Guide-20--20Accessib.pdf", "bytes": 2456892, "link_text": "APS Centre of Excellence - Workforce Planning Guide (Accessible)" }, { "category": "other-pdfs", "year": "2023", "url": "http://www.apsc.gov.au/sites/default/files/2023-05/Appendix%201%20%E2%80%93%20Workforce%20Planning%20Guiding%20Questions.pdf", "file": "other-pdfs/Appendix-201-20-E2-80-93-20Workforce-20Planning-20Guiding-20Questions.pdf", "bytes": 351493, "link_text": "Appendix 1 – Workforce Planning: Guiding Questions" } ], "_meta": { "snapshot_built_at": "2026-05-14T02:12:23+00:00", "strategy_brief_meta": { "model": "nova-micro", "folder": "Australian-Public-Service-Commission", "annual_report": { "file": null, "url": "", "year": null }, "corporate_plan": { "file": 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