Corporate plan Home page
> About the Commission > Corporate Plan 2008-09
‹ Previous page
Corporate Plan 2008-09
Our directions
The Australian Public Service Commission works to support a highly performing Australian Public Service (APS).
Such a service is:
- professional and apolitical
- accountable and ethical
- capable in both its skills and systems
- responsive and innovative
- efficient and effective.
The APS must be able to meet the changing needs of society and Government. It is required to implement a complex, extensive policy agenda for the new Government and to meet its expectations of: robust, well grounded strategic policy advice innovative ideas constructive community and stakeholder engagement fiscal rigour and the capacity to deliver required cost savings effective implementation, supported by strong performance management regimes.
Our environment is one of rapid change. Agencies increasingly deliver outcomes through a variety of approaches including whole-of-government endeavours and in partnership with others. Citizen expectations of service delivery are increasing. Generational shifts and a tight labour market are putting pressure on agency capability.
Against this background, our strategic priorities for 2008–09 are:
Driving Public Sector Reform
The Commission will stimulate thinking and debate about the future shape of public administration and any changes required. It will focus its research and evaluation programme on challenges facing the APS and public sector reform. It will use the State of the Service Report as an instrument for change as well as an assurance mechanism. A clear focus on fostering the most efficient and effective way of doing business will be maintained.
Advancing the Ethics and Integrity Agenda
The Commission will provide policy advice on, and promote systems and approaches to deliver the Government’s objectives of accountability, ethics, probity and openness. The Commission will actively promote the APS Values and Code of Conduct and contribute to the reform of public interest disclosure (whistleblowing) legislation and information law.
Supporting Efficiency and Effectiveness
The Commission will propose arrangements to improve APS-wide productivity which may support improvements in organisational capability and performance, including governance and agency health. It will provide well targeted leadership, learning and development activities and support the SES as the leadership cadre for the public service. It will focus on modernising and streamlining APS employment arrangements to support agency efficiency in ways that continue to provide for equity and diversity. It will promote better practice, including in the corporate services area and through supporting collaborative endeavours.
Fostering Innovation and Engagement
The Commission will promote and support new ways of public service delivery and operation. It will strengthen its focus on policy development and systems thinking and encourage forums for forward and creative thinking. It will also assist in the development of strategic stakeholder engagement skills and stimulate work on better practice approaches for such engagement and approaches to service delivery more generally.
Continuously Improving the ‘Way We Do Business’
The Commission will ensure its activities are client focused and further develop its partnerships with other central agencies. We will strengthen our own governance arrangements and take action to improve ICT systems capacity for 2009–10. We will reduce internal red tape and institute efficiencies wherever possible and place increased emphasis on ensuring cultural and capability alignment with our goals. We will implement emerging best practice.
In 2008–09, the Commission will review its outcome statement and performance information.
The year ahead looks to be an interesting and exciting time and one in which the Commission has opportunities to strengthen its credentials as a driving force for reform and a valuable source of support to the APS for implementing productivity and performance improvements.
Lynelle Briggs
May 2008
Operating priorities
APS policy and employment services
Provide advice to Government and agency heads on APS employment policy and law, deliver employment-related services and, on behalf of the Merit Protection Commissioner, provide independent review of APS actions.
Priorities for 2008–09 are:
- promote understanding of ethics, accountability and transparency for the APS
- provide advice on and contribute to the reform of public interest disclosure (whistleblowing) legislation and information law
- update Commission information on the APS Values and Code of Conduct to reflect the new strengthened ethics environment
- review and improve the employment framework and approaches, including through amendments to the Public Service Act and its subordinate legislation, with a focus on future directions for the APS
- develop and promulgate guidelines for statutory office holders on their roles and responsibilities
- pursue opportunities through AusAID and the Commonwealth Secretariat to respond to project-based and ad hoc engagement in the Asia–Pacific region, redevelop the Papua New Guinea and Indonesia assistance models and work with AusAID and other agencies to implement the Prime Minister’s Pacific Engagement Strategy
- develop and promote material to assist agencies to apply merit in employment decisions in a modern recruitment environment, including the scope for using Independent Selection Advisory Committee processes
- enhance understanding within the APS about the Merit Protection Commissioner’s statutory responsibilities
- support APS-wide improvement in the quality of employment-related decision making and professional working relationships
- examine ways of providing support to agencies in determining sanctions under the Public Service Act
- identify the scope for supporting agencies with activities that may benefit from a co-ordinated whole-of-APS approach.
Our outcome
A confident, high quality, values-based and sustainable Australian Public Service.
Our mission
To support a high performing Australian Public Service.
Our strategic priorities
- driving public service reform
- advancing the ethics and integrity agenda
- supporting efficiency and effectiveness
- fostering innovation and engagement
- continuously improving the ‘way we do business’
These strategic priorities will be reflected in operating priorities and group business planning. All involve co-operation across the Commission.
Development programmes and services
Build the capability of the APS of the future by providing leadership, learning and development programmes, services and interventions that meet the current and emerging needs of agencies.
Priorities for 2008–09 are:
- advance the Government’s long term policy directions for upskilling the public service
- build on the Learn, Lead, Succeed strategy to further
develop APS capability and support leadership excellence including:
- designing creative programmes and development solutions that maximise opportunities to reinforce the Government’s ethics agenda
- refining programme content and format to build capabilities in strategic thinking, innovative policy development, research capacity and community and stakeholder engagement
- developing a suite of programmes that better enable line managers to respond to current and future workforce challenges and corporate governance responsibilities continue to support the contemporary leadership and workforce challenges of the SES and its feeder groups in a challenging policy environment
- grow the Learning and Development Panel to broaden key areas of expertise and facilitate national programme delivery
- obtain leverage from the Commission’s Registered Training Organisation status to build APS capability and encourage greater professionalism across the service
- extend the breadth and depth of programme delivery modes and e-learning products to provide greater access to learning and development opportunities for all APS employees.
Better practice and evaluation
Contribute to improved APS performance through preparation of the Commissioner’s State of the Service Report to Parliament and through evaluation and research into the challenges facing the APS. Promote and advise on better practice approaches to agency performance, people management and governance. Support the work of the Management Advisory Committee and Public Service Commissioners’ conferences.
Priorities for 2008–09 are:
- focus our research and evaluation programme on challenges facing the APS, including arrangements for accountability and regulation, and provide advice on the implications arising from previous decentralisation of the service
- use the State of the Service Report as a basis for identifying and supporting further public sector reform, including making sure the public service can meet the needs of governments in the future
- strengthen the links between the State of the Service Report, agency feedback and Commission products and assistance to promote efficient and effective work practices
- analyse and provide advice on innovative and better practice service delivery approaches
- develop an approach to guide talent management and succession planning
- foster the recruitment and retention of Indigenous Australians, and promote the employment of people with disability through the discussion and development of strategic initiatives
- promote good practice for modern corporate services areas, including the scope for shared services and best practice administrative review procedures
- build line manager capability in key people management and corporate governance responsibilities and work with agencies, both individually and collectively, to tailor programmes and consultancy services in these areas
- develop approaches for improving productivity and agency health establish the Career Transition and Support Centre to assist agencies with the implementation of efficiency measures.
Improving the way we work together: our performance, capability and culture
The Commission will focus on working co-operatively and consistently on a whole- of-Commission basis to deliver outcomes and to implement emerging better practice approaches. We will strengthen the way we conduct business with our clients and work closely with other central agencies.
Priorities for 2008–09 are:
- review and reinforce where necessary our governance arrangements, especially in the area of information technology
- ensure the new contract for ICT services meets the Commission’s work needs
- develop workplace relations and people management strategies which position the Commission to be responsive and effective
- better reflect the critical characteristics and culture we need in our workforce planning processes (e.g. recruitment and staff development)
- build our capability, with a focus on improving the writing skills, strategic thinking, and conceptual and analytical skills, of all Commission employees.
Implementation and accountability
The strategic priorities in this corporate plan are included within the Commission’s Strategic Direction statement in our section of the Department of the Prime Minister and Cabinet’s Portfolio Budget Statements.
Group business plans and budgets provide the mechanism for implementing commitments in our corporate plan, translating strategy into action. Group business plans also provide the basis for regular monitoring of performance by the Executive and the Commission Management Committee.
The Commission will report to Parliament on its performance through the Public Service Commissioner’s 2008–09 annual report.
