{ "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_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." }, "strategy_brief_md": "# Australian Public Service Commission — Strategy Brief\n\n**Reporting period**: 2024-25\n**Corporate plan in force**: 2025-26\n**Corporate Plan**: [2025-26](http://www.apsc.gov.au/sites/default/files/2021-03/APS_Workforce_strategy_2025.pdf)\n\n## Our purpose / purposes\n\n> 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. [[CP p.6](http://www.apsc.gov.au/sites/default/files/2021-03/APS_Workforce_strategy_2025.pdf#page=6)]\n\n## How we deliver\n\n> 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. [[CP p.6](http://www.apsc.gov.au/sites/default/files/2021-03/APS_Workforce_strategy_2025.pdf#page=6)]\n\n## Government priorities for this department\n\n- Attract, build and retain skills, expertise and talent [[CP p.6](http://www.apsc.gov.au/sites/default/files/2021-03/APS_Workforce_strategy_2025.pdf#page=6)]\n- Embrace data, technology and flexible and responsive workforce models [[CP p.6](http://www.apsc.gov.au/sites/default/files/2021-03/APS_Workforce_strategy_2025.pdf#page=6)]\n- Strengthen integrity and purposeful leadership [[CP p.6](http://www.apsc.gov.au/sites/default/files/2021-03/APS_Workforce_strategy_2025.pdf#page=6)]\n\n## Outcomes\n\n### Strong capabilities aligned to current and emerging enterprise-wide requirements\nA workforce focused on developing strong capabilities aligned to current and emerging enterprise-wide requirements. [[CP p.47](http://www.apsc.gov.au/sites/default/files/2021-03/APS_Workforce_strategy_2025.pdf#page=47)]\n\n**Key activities:**\n- Establishment of the APS Academy\n- Development of entry pathway programs and guidance for agencies\n\n### Strong learning culture and growth mindset\nA strong learning culture and growth mindset, and commitment to continuous development. [[CP p.47](http://www.apsc.gov.au/sites/default/files/2021-03/APS_Workforce_strategy_2025.pdf#page=47)]\n\n**Key activities:**\n- Development of modern recruitment practices\n- Implementation of workforce attraction and development programs under the Digital and Data Professional Stream\n\n### Compelling employee value proposition\nA compelling employee value proposition that is well positioned to attract top Australian talent to choose a career with the APS. [[CP p.47](http://www.apsc.gov.au/sites/default/files/2021-03/APS_Workforce_strategy_2025.pdf#page=47)]\n\n**Key activities:**\n- Market research showing the APS as a top employer for graduates\n- Market research showing the APS is a career choice for data, digital and strategic HR professionals\n\n### One APS workforce that is seamlessly mobilised to respond to shifts in government priorities\nOne APS workforce that is seamlessly mobilised to respond to shifts in government priorities. [[CP p.47](http://www.apsc.gov.au/sites/default/files/2021-03/APS_Workforce_strategy_2025.pdf#page=47)]\n\n**Key activities:**\n- APS Mobility Framework\n- Implementation of workforce attraction and development programs under the Digital and Data Professional Stream\n\n### Solid core digital and data skills literacy\nSolid core digital and data skills literacy for all staff. [[CP p.47](http://www.apsc.gov.au/sites/default/files/2021-03/APS_Workforce_strategy_2025.pdf#page=47)]\n\n**Key activities:**\n- Focused investment in Talent Management programs for APS leadership roles\n- Design and roll out of leadership development programs, including Leading in the Digital Age program\n\n### Pro-integrity culture\nAn APS workforce which models and promotes a pro-integrity culture. [[CP p.47](http://www.apsc.gov.au/sites/default/files/2021-03/APS_Workforce_strategy_2025.pdf#page=47)]\n\n**Key activities:**\n- Pro-integrity training for all staff\n- Guidance for agencies on building a pro-integrity culture\n\n## Values and principles\n\n_APS Values and Code of Conduct_\n\n- Impartial\n- Committed to Service\n- Accountable\n- Respectful\n- Ethical\n\n## What they will measure themselves on this year (targets from 2025-26 corporate plan)\n\n| Code | Measure | Target | Source |\n|---|---|---|---|\n| CCE01 | Fewer agencies report capability gaps or skill shortages in data, digital and strategic HR | None | [CP p.47](http://www.apsc.gov.au/sites/default/files/2021-03/APS_Workforce_strategy_2025.pdf#page=47) |\n| CCE02 | Majority of APS employees take accountability for own learning and career development | None | [CP p.47](http://www.apsc.gov.au/sites/default/files/2021-03/APS_Workforce_strategy_2025.pdf#page=47) |\n| CCE03 | Market research shows the APS is a career choice for data, digital and strategic HR professionals | None | [CP p.47](http://www.apsc.gov.au/sites/default/files/2021-03/APS_Workforce_strategy_2025.pdf#page=47) |\n| CCE04 | One APS workforce that is seamlessly mobilised to respond to shifts in government priorities | None | [CP p.47](http://www.apsc.gov.au/sites/default/files/2021-03/APS_Workforce_strategy_2025.pdf#page=47) |\n| CCE05 | Solid core digital and data skills literacy for all staff | None | [CP p.47](http://www.apsc.gov.au/sites/default/files/2021-03/APS_Workforce_strategy_2025.pdf#page=47) |\n| CCE06 | Majority of APS employees report having the tools and digital skills to efficiently and effectively do their job | None | [CP p.47](http://www.apsc.gov.au/sites/default/files/2021-03/APS_Workforce_strategy_2025.pdf#page=47) |\n\n## How they performed last year (results from 2024-25 annual report)\n\n| Code | Measure | Result | Status | Source |\n|---|---|---|---|---|\n| CCE01 | Fewer agencies report capability gaps or skill shortages in data, digital and strategic HR | None | None | AR p.47 |\n| CCE02 | Majority of APS employees take accountability for own learning and career development | None | None | AR p.47 |\n| CCE03 | Market research shows the APS is a career choice for data, digital and strategic HR professionals | None | None | AR p.47 |\n| CCE04 | One APS workforce that is seamlessly mobilised to respond to shifts in government priorities | None | None | AR p.47 |\n| CCE05 | Solid core digital and data skills literacy for all staff | None | None | AR p.47 |\n| CCE06 | Majority of APS employees report having the tools and digital skills to efficiently and effectively do their job | None | None | AR p.47 |", "strategy_overview_evidence_md": null, "internal_strategy_evidence_md": "# Australian Public Service Commission - Strategy, Performance, and Operating Profile\n\n**Generated at**: 2026-05-09T21:52:26.750442+00:00\n**Entity ID**: O-000909\n**Entity type**: Non-corporate Commonwealth Entity\n**Jurisdiction**: Commonwealth\n**Portfolio**: Prime Minister and Cabinet\n**Website**: http://www.apsc.gov.au\n\n> Draft generated from scraped source material. Treat this as an evidence pack for editorial review, not a final judgement.\n\n## Source Coverage\n\n| Source type | Count |\n|---|---:|\n| global-intelligence | 3 |\n| other-pdfs | 3 |\n| pages | 21 |\n| strategies | 2 |\n\n## Executive Readout\n\n### Purpose\n\n- 92% 85% 82% 83%\nare happy to go the suggest ideas to improve believe strongly in the are committed to their\n'extra mile' at work ways of doing things purpose and objectives agency's goals\nof their agency\nAPS Workforce Strategy 2025 8\n Source: `strategies/APS_Workforce_strategy.pdf (http://www.apsc.gov.au/sites/default/files/2021-03/APS_Workforce_strategy.pdf)`\n- 92% 85% 82% 83%\n92% 85% 82% 83%\nare happy to go the suggest ideas to improve believe strongly in the are committed to their\nsuggest ideas to improve believe strongly in the are committed to their\na'erex thraa pmpiyle t' oa tg wo othrke ways of doing things purpose and objectives agency's goals\nways of doing things purpose and objectives agency's goals\n'extra mile' at work of their agency\nof their agency\nAAPPSS WWoorrkkffoorrccee SSttrraatteeggyy 22002255 88\n Source: `strategies/APS_Workforce_strategy_2025.pdf (http://www.apsc.gov.au/sites/default/files/2021-03/APS_Workforce_strategy_2025.pdf)`\n- 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\n Source: `pages/reforms-index.html (http://www.apsc.gov.au/initiatives-and-programs/aps-reform)`\n- [pages 136,137,138,139]\nion when they left secondary school as ‘very poor’ or\n‘poor’ in understanding:\n• the purpose of taxation (42%)\n• general understanding of taxation responsibilities (51%)\n• where to obtain assistance on taxation (66%)\n• how to complete a tax return (78%).\n Source: `other-pdfs/APSC-20State-20of-20the-20Service-20Report-202024-E2-80-9325.pdf (http://www.apsc.gov.au/sites/default/files/2025-11/APSC%20State%20of%20the%20Service%20Report%202024%E2%80%9325.pdf)`\n\n### Role and Functions\n\n- The APS Commissioner’s Directions, amended in\ndeliver national security,\nJuly 2019, clarify the obligations of agency heads,\ndefence, border protection, health and\nsupervisors and APS employees in achieving,\nsafety responses to keep Australians safe\npromoting and fostering a high-performance culture.51\nAround 20% of 2019 APS Employee Census\nrespondents indicated that their agency dealt with\ninternally support delivery of core functions\nunderperformance effectively.52 2019 amendments\nby effectively managing functions\nto the APS Commissioner’s Directions explicitly\nsuch as finance, risk management\naddressed the role of senior leaders and supervisors\nand business planning, ICT and\nin developing and sustaining a high-performance\nhuman resources\nAPS Workforce Strategy 2025 13\n Source: `strategies/APS_Workforce_strategy.pdf (http://www.apsc.gov.au/sites/default/files/2021-03/APS_Workforce_strategy.pdf)`\n- [Page 26]\nTable 8: Proportion of APS employees with carer responsibilities\nProportion of APS employees Number Percentage (%)\nEmployees with carer responsibilities 66,103 44.0\nSource: 2025 APS Employee Census\nTable 9: Proportion of APS employees by job family: top 5 (at 30 June 2025)\nTop 5 job families Number Percentage (%)\nService Delivery 45,520 24.4\nAdministration 18,848 10.8\nCompliance and Regulation 16,986 9.7\nPortfolio, Program and Project Management 16,814 9.6\nPolicy 15,145 8.7\nSource: APSED\nState of the Service Report 2024–25 I Page 26\n Source: `other-pdfs/APSC-20State-20of-20the-20Service-20Report-202024-E2-80-9325.pdf (http://www.apsc.gov.au/sites/default/files/2025-11/APSC%20State%20of%20the%20Service%20Report%202024%E2%80%9325.pdf)`\n- [Page 16]\nperformance function, we will increase accountability,\n63% of APS Census respondents reported their\npromote best practice and build professional skills\nSES manager could effectively lead and manage\nfor staff in regulatory roles through targeted upskilling change.65\nand training, and cultural change.61\nStrong leadership capabilities will drive\n62% of employees reported their SES manager\nperformance\nencouraged innovation and creativity.66\nHigh-performing leaders who can engage the skills,\ntalents and commitment of the APS workforce are ‘Complex’, ‘ambiguous’, ‘uncertain’ and ‘disruptive’\ncritical to the APS delivering its services and meeting are not just buzzwords.\n Source: `strategies/APS_Workforce_strategy.pdf (http://www.apsc.gov.au/sites/default/files/2021-03/APS_Workforce_strategy.pdf)`\n- 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?\n 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)`\n- [pages 136,137,138,139]\nion when they left secondary school as ‘very poor’ or\n‘poor’ in understanding:\n• the purpose of taxation (42%)\n• general understanding of taxation responsibilities (51%)\n• where to obtain assistance on taxation (66%)\n• how to complete a tax return (78%).\n Source: `other-pdfs/APSC-20State-20of-20the-20Service-20Report-202024-E2-80-9325.pdf (http://www.apsc.gov.au/sites/default/files/2025-11/APSC%20State%20of%20the%20Service%20Report%202024%E2%80%9325.pdf)`\n- Workforce demographics\nGen Y + Z Indigenous*\n37% 3.5%\n47.6%11 2.4%15\nAged 60+ Disability*\n8.3% 4%\n10.8%12 8%16\nWorking full time Females in SES/Senior Managers\n79% 48%\n68.6%13 27%17\nWomen NESB/CALD*\n60% 14.3%\n47.1%14 21%18\nMeeting our workers' needs\nCaring responsibilities Accessed flexible working\n71.3%\n41%\nAccessed work from home\n53.1%\nAPS workforce as at 30 June 202019 APS Employee Census 202020\nAustralian labour market Total Australian population\n* Only includes those who choose to identify\nAPS Workforce Strategy 2025 9\n Source: `strategies/APS_Workforce_strategy.pdf (http://www.apsc.gov.au/sites/default/files/2021-03/APS_Workforce_strategy.pdf)`\n\n### Strategic Priorities\n\n- The 2020 Federal Budget included over\nDemand for most in-demand digital\n$3bn of investment in data and digital technology-\nenabled initiatives.22 A number of agencies also have roles increased by ~700% over\nmajor deliverables under the Digital Transformation 5 years28\nRoadmap 2025.\n Source: `strategies/APS_Workforce_strategy.pdf (http://www.apsc.gov.au/sites/default/files/2021-03/APS_Workforce_strategy.pdf)`\n- 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\n Source: `pages/reforms-index.html (http://www.apsc.gov.au/initiatives-and-programs/aps-reform)`\n- 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?\n 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)`\n- Think\nthe next 3-5 years?\nabout short term (3-12 months) and\nlong term (12-36 months).\n□ H as demand for organisation services\n□ A re diversity and inclusion strategies been forecasted?\nincorporated to reflect whole of\n□ W hat challenges and opportunities are\ngovernment strategies and direction?\nthere to achieving/sustaining the future\ncapacity required?\n□ W hat is the capacity needed around\npriority workforces/segments?\n 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)`\n- What about in 3-5\norganisation?\nyears?\n□ G iven the organisation’s business □ A re any proposed business changes\nlikely to impact the workplace culture?\nstrategy, what are the priority\nHow would this be managed?\nworkforce segments that will be\nrequired over the next 12-24 months?\n□ W hat cross-cultural capabilities\nWhat about within the next 3-5 years?\nare needed to ensure an inclusive\nworkplace?\n□ H ow will key capability sets grow –\nbuild, buy or borrow? □ H ow is the organisation contributing\nto a positive public service employee\n□ W hat capability requirements will be\nvalue proposition?\nneeded in critical job families – for\nexample ICT & Digital or data? □ W hat retention strategies are being\nused to ensure a positive employee\n□ W hat capabilities will be required\nexperience?\nto support changes as a result of\ntechnology?\n 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)`\n- [pages 8,9]\n.........................................................96\nBetter customer experience through improved search, discover and help capabilities .....................98\nAccelerating global collaboration on monitoring and protecting coral reefs ....................................100\nPopulation forecasting of Australian Plague Locusts using machine learning ................................102\nDetecting priority weed species at scale with drone AI ...................................................................104\nGovAI supporting safe and scalable AI use across the APS ...........................................................106\nWhole of Australian Government Occupation Coding Service ........................................................108\nState of the Service Report 2024–25 I Page 8\n Source: `other-pdfs/APSC-20State-20of-20the-20Service-20Report-202024-E2-80-9325.pdf (http://www.apsc.gov.au/sites/default/files/2025-11/APSC%20State%20of%20the%20Service%20Report%202024%E2%80%9325.pdf)`\n- [Page 53]\nAPS Workforce Planning Guide\n51\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?\n 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)`\n- [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?\n 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)`\n- Continuing to build leadership capability SES 48.0% SES 1.4%\nwill be a high priority for the APS as the workforce APS: 60% APS 3.5%\nadapts to rapid change.\n Source: `strategies/APS_Workforce_strategy.pdf (http://www.apsc.gov.au/sites/default/files/2021-03/APS_Workforce_strategy.pdf)`\n- Future of\nenvironment (52%)\nwork requires a combination of developed\n• improved internal communication (32%)\nfoundational language, literacy,\nnumeracy and digital skills99\n49% of APS employees thought their\nproductivity had improved since the start of\n202092 Data analysts & scientists were\nidentified as among the top 10 emerging\n89% of APS employees agreed their\njob roles for Australia100\nworkgroup successfully adapted to new\nways of working when required93\n73% of APS agencies identified\n65% agreed their workgroup had used the employee skills and capability as a barrier\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\n Source: `strategies/APS_Workforce_strategy.pdf (http://www.apsc.gov.au/sites/default/files/2021-03/APS_Workforce_strategy.pdf)`\n\n## KPIs, Targets, and Where They Are At\n\n- 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\n Source: `pages/reforms-index.html (http://www.apsc.gov.au/initiatives-and-programs/aps-reform)`\n- What about in 3-5\norganisation?\nyears?\n□ G iven the organisation’s business □ A re any proposed business changes\nlikely to impact the workplace culture?\nstrategy, what are the priority\nHow would this be managed?\nworkforce segments that will be\nrequired over the next 12-24 months?\n□ W hat cross-cultural capabilities\nWhat about within the next 3-5 years?\nare needed to ensure an inclusive\nworkplace?\n□ H ow will key capability sets grow –\nbuild, buy or borrow? □ H ow is the organisation contributing\nto a positive public service employee\n□ W hat capability requirements will be\nvalue proposition?\nneeded in critical job families – for\nexample ICT & Digital or data? □ W hat retention strategies are being\nused to ensure a positive employee\n□ W hat capabilities will be required\nexperience?\nto support changes as a result of\ntechnology?\n 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)`\n- 92% 85% 82% 83%\nare happy to go the suggest ideas to improve believe strongly in the are committed to their\n'extra mile' at work ways of doing things purpose and objectives agency's goals\nof their agency\nAPS Workforce Strategy 2025 8\n Source: `strategies/APS_Workforce_strategy.pdf (http://www.apsc.gov.au/sites/default/files/2021-03/APS_Workforce_strategy.pdf)`\n- The 2020 Federal Budget included over\nDemand for most in-demand digital\n$3bn of investment in data and digital technology-\nenabled initiatives.22 A number of agencies also have roles increased by ~700% over\nmajor deliverables under the Digital Transformation 5 years28\nRoadmap 2025.\n Source: `strategies/APS_Workforce_strategy.pdf (http://www.apsc.gov.au/sites/default/files/2021-03/APS_Workforce_strategy.pdf)`\n- The APS Commissioner’s Directions, amended in\ndeliver national security,\nJuly 2019, clarify the obligations of agency heads,\ndefence, border protection, health and\nsupervisors and APS employees in achieving,\nsafety responses to keep Australians safe\npromoting and fostering a high-performance culture.51\nAround 20% of 2019 APS Employee Census\nrespondents indicated that their agency dealt with\ninternally support delivery of core functions\nunderperformance effectively.52 2019 amendments\nby effectively managing functions\nto the APS Commissioner’s Directions explicitly\nsuch as finance, risk management\naddressed the role of senior leaders and supervisors\nand business planning, ICT and\nin developing and sustaining a high-performance\nhuman resources\nAPS Workforce Strategy 2025 13\n Source: `strategies/APS_Workforce_strategy.pdf (http://www.apsc.gov.au/sites/default/files/2021-03/APS_Workforce_strategy.pdf)`\n- [Page 16]\nperformance function, we will increase accountability,\n63% of APS Census respondents reported their\npromote best practice and build professional skills\nSES manager could effectively lead and manage\nfor staff in regulatory roles through targeted upskilling change.65\nand training, and cultural change.61\nStrong leadership capabilities will drive\n62% of employees reported their SES manager\nperformance\nencouraged innovation and creativity.66\nHigh-performing leaders who can engage the skills,\ntalents and commitment of the APS workforce are ‘Complex’, ‘ambiguous’, ‘uncertain’ and ‘disruptive’\ncritical to the APS delivering its services and meeting are not just buzzwords.\n Source: `strategies/APS_Workforce_strategy.pdf (http://www.apsc.gov.au/sites/default/files/2021-03/APS_Workforce_strategy.pdf)`\n- While still a world-leading public service,\nChanging skill requirements\nthe APS is less competitive than other civil\nBy 2030, APS employees may spend:74 services in relation to:80\n• ICT skills at work (digital dexterity)\n15% less time on basic\n• Communications skills\ncognitive tasks\n• Problem-solving skills\n20% more time on\ntechnological activities Developing Staff\n12% more time on 68% of HR leaders will prioritise building\nsocial and emotional tasks critical skills and capabilities in 202181\n59% of L&D executives have experienced 27% of Australians did not take up\nlearning activities because they\ngrowing skills shortages in their\norganisations over the past three years75 were too busy at work82\nOf the 21% of 2020 APS Employee Census\n72% of agencies reported critical skill\nrespondents who had not completed any\nshortages76\nformal learning and development during the\n Source: `strategies/APS_Workforce_strategy.pdf (http://www.apsc.gov.au/sites/default/files/2021-03/APS_Workforce_strategy.pdf)`\n- 92% 85% 82% 83%\n92% 85% 82% 83%\nare happy to go the suggest ideas to improve believe strongly in the are committed to their\nsuggest ideas to improve believe strongly in the are committed to their\na'erex thraa pmpiyle t' oa tg wo othrke ways of doing things purpose and objectives agency's goals\nways of doing things purpose and objectives agency's goals\n'extra mile' at work of their agency\nof their agency\nAAPPSS WWoorrkkffoorrccee SSttrraatteeggyy 22002255 88\n Source: `strategies/APS_Workforce_strategy_2025.pdf (http://www.apsc.gov.au/sites/default/files/2021-03/APS_Workforce_strategy_2025.pdf)`\n- Changing skill requirements While still a world-leading public\nservice, the APS is less competitive\nBy 2030, APS employees may spend:74 than other civil services in relation to:80\n• ICT skills at work (digital dexterity)\n15% less time on basic\n• Communications skills\ncognitive tasks\n• Problem-solving skills\n20% more time on\ntechnological activities Developing Staff\n12% more time on 68% of HR leaders will prioritise building\nsocial and emotional tasks critical skills and capabilities in 202181\n59% of L&D executives have 27% of Australians did not take up\nexperienced growing skills shortages learning activities because they\nin their organisations over the past three were too busy at work82\nyears75\nOf the 21% of 2020 APS Employee\n72% of agencies reported critical skill\nCensus respondents who had not\nshortages76\ncompleted any formal learning and\n Source: `strategies/APS_Workforce_strategy_2025.pdf (http://www.apsc.gov.au/sites/default/files/2021-03/APS_Workforce_strategy_2025.pdf)`\n- [pages 31,32]\n,\nperformance119\nthe highest standards of ethical behaviour\n• 9 0% or more of employees\nHigh-performance cultures\nperceived their colleagues and supervisors\nalways or often acted in accordance with\nOrganisations with highly effective\nthe APS Values116\nperformance management\nThe APS Values, APS Employment systems are three times\nPrinciples and APS Code of Conduct more likely to report that they\nunderpin our approach to integrity culture. outperform their peers120\nAll APS employees agree to uphold these\nelements when they begin work with the APS,\nsupporting integrity in APS employment\n48% of APS staff believed their overall\nexperience of performance management\nin their agency had been useful for their\ndevelopment121\n78% of APS staff agreed their workgroup\ncompletes work to a high standard122\n Source: `strategies/APS_Workforce_strategy_2025.pdf (http://www.apsc.gov.au/sites/default/files/2021-03/APS_Workforce_strategy_2025.pdf)`\n- Workforce segmentation enables you to be more\nspecific in identifying workforce gaps and, as a result, better target strategies to address\nthem.\n 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)`\n- 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?\n 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)`\n- Think\nthe next 3-5 years?\nabout short term (3-12 months) and\nlong term (12-36 months).\n□ H as demand for organisation services\n□ A re diversity and inclusion strategies been forecasted?\nincorporated to reflect whole of\n□ W hat challenges and opportunities are\ngovernment strategies and direction?\nthere to achieving/sustaining the future\ncapacity required?\n□ W hat is the capacity needed around\npriority workforces/segments?\n 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)`\n- [pages 8,9]\n.........................................................96\nBetter customer experience through improved search, discover and help capabilities .....................98\nAccelerating global collaboration on monitoring and protecting coral reefs ....................................100\nPopulation forecasting of Australian Plague Locusts using machine learning ................................102\nDetecting priority weed species at scale with drone AI ...................................................................104\nGovAI supporting safe and scalable AI use across the APS ...........................................................106\nWhole of Australian Government Occupation Coding Service ........................................................108\nState of the Service Report 2024–25 I Page 8\n Source: `other-pdfs/APSC-20State-20of-20the-20Service-20Report-202024-E2-80-9325.pdf (http://www.apsc.gov.au/sites/default/files/2025-11/APSC%20State%20of%20the%20Service%20Report%202024%E2%80%9325.pdf)`\n\n## Key Metrics\n\n| Values found | Evidence | Source |\n|---|---|---|\n| $6.5 million, 25,\nAPS, 6.5 million | In 2024–25,\nAPS agencies collaborated on 9 Round 2 projects, sharing $6.5 million of funding. | `other-pdfs/APSC-20State-20of-20the-20Service-20Report-202024-E2-80-9325.pdf (http://www.apsc.gov.au/sites/default/files/2025-11/APSC%20State%20of%20the%20Service%20Report%202024%E2%80%9325.pdf)` |\n| $3bn | The 2020 Federal Budget included over\nDemand for most in-demand digital\n$3bn of investment in data and digital technology-\nenabled initiatives.22 A number of agencies also have roles increased by ~700% over\nmajor deliverables under the Digital Transformation 5 years28\nRoadmap 2025. | `strategies/APS_Workforce_strategy.pdf (http://www.apsc.gov.au/sites/default/files/2021-03/APS_Workforce_strategy.pdf)` |\n| 2030, APS, 2020 APS | While still a world-leading public service,\nChanging skill requirements\nthe APS is less competitive than other civil\nBy 2030, APS employees may spend:74 services in relation to:80\n• ICT skills at work (digital dexterity)\n15% less time on basic\n• Communications skills\ncognitive tasks\n• Problem-solving skills\n20% more time on\ntechnological activities Developing Staff\n12% more time on 68% of HR leaders will prioritise building\nsocial and emotional t | `strategies/APS_Workforce_strategy.pdf (http://www.apsc.gov.au/sites/default/files/2021-03/APS_Workforce_strategy.pdf)` |\n| 2030, APS, 2020 APS | Changing skill requirements While still a world-leading public\nservice, the APS is less competitive\nBy 2030, APS employees may spend:74 than other civil services in relation to:80\n• ICT skills at work (digital dexterity)\n15% less time on basic\n• Communications skills\ncognitive tasks\n• Problem-solving skills\n20% more time on\ntechnological activities Developing Staff\n12% more time on 68% of HR leaders will prioritise building\nsocial and emotional t | `strategies/APS_Workforce_strategy_2025.pdf (http://www.apsc.gov.au/sites/default/files/2021-03/APS_Workforce_strategy_2025.pdf)` |\n| 47.6%, 2.4%, 10.8%, 8%, 68.6%, 27% | Workforce demographics\nGen Y + Z Indigenous*\n37% 3.5%\n47.6%11 2.4%15\nAged 60+ Disability*\n8.3% 4%\n10.8%12 8%16\nWorking full time Females in SES/Senior Managers\n79% 48%\n68.6%13 27%17\nWomen NESB/CALD*\n60% 14.3%\n47.1%14 21%18\nMeeting our workers' needs\nCaring responsibilities Accessed flexible working\n71.3%\n41%\nAccessed work from home\n53.1%\nAPS workforce as at 30 June 202019 APS Employee Census 202020\nAustralian labour market Total Australian popula | `strategies/APS_Workforce_strategy.pdf (http://www.apsc.gov.au/sites/default/files/2021-03/APS_Workforce_strategy.pdf)` |\n| 73%, 70% | Increasing the integrity of the\nAPS workforce is critical to building and maintaining\nEmployee Engagement Index Score: citizens’ trust, and to the effectiveness of the APS.55\n73%41 (+1 percentage point from 2019)\nUnderstanding and addressing\n• Australian Labour Market 2019: 70%42\nskills and capability gaps\nWellbeing Index Score: 70%43\n(+3 percentage points from 2019)\nAt its broadest level, the role of the APS is to:\nAPS Employee Net Promoter Scor | `strategies/APS_Workforce_strategy.pdf (http://www.apsc.gov.au/sites/default/files/2021-03/APS_Workforce_strategy.pdf)` |\n| 0.9\nAPS, 1.9\nAPS, 2.2\nAPS, 6.6\nAPS, 18.6\nAPS, 14.5\nAPS | [Page 24]\nTable 1: APS employee headcount (at 30 June 2025)\nEmployee type Number of employees\nEmployee headcount 198,529\nNumber of ongoing employees 184,442\nNumber of non-ongoing employees 14,087\nSource: APSED\nTable 2: Number of APS agencies (at 30 June 2025)\nAPS agencies Number of agencies\nTotal APS agencies 102\nSource: APSED\nTable 3: Proportion of employees by classification (at 30 June 2025)\nClassification Percentage (%)\nTrainee 0.3\nGraduate 0 | `other-pdfs/APSC-20State-20of-20the-20Service-20Report-202024-E2-80-9325.pdf (http://www.apsc.gov.au/sites/default/files/2025-11/APSC%20State%20of%20the%20Service%20Report%202024%E2%80%9325.pdf)` |\n| 2025\nAPS, 14,616,863\nAPS, 27,594,464\nAPS | Table 12: APS headcount as a proportion of the Australian labour force, and the Australian\npopulation, at five year intervals from June 2005 to June 2025\nJune 2005 June 2010 June 2015 June 2020 June 2025\nAPS employees1 133,386 163,794 152,242 150,363 198,529\nEmployed persons2 9,885,630 10,992,854 11,727,587 12,282,418 14,616,863\nAPS employees as % of\n1.35 1.49 1.30 1.22 1.36\nemployed persons\nAustralian population3 20,176,800 22,031,800 23,816,000 | `other-pdfs/APSC-20State-20of-20the-20Service-20Report-202024-E2-80-9325.pdf (http://www.apsc.gov.au/sites/default/files/2025-11/APSC%20State%20of%20the%20Service%20Report%202024%E2%80%9325.pdf)` |\n| $3bn | The 2020 Federal Budget included over\nDemand for most in-demand digital\n$3bn of investment in data and digital technology-\nenabled initiatives.22 A number of agencies also have roles increased by ~700% over\nmajor deliverables under the Digital Transformation 5 years28\nRoadmap 2025. | `strategies/APS_Workforce_strategy.pdf (http://www.apsc.gov.au/sites/default/files/2021-03/APS_Workforce_strategy.pdf)` |\n| 2019 APS | The APS Commissioner’s Directions, amended in\ndeliver national security,\nJuly 2019, clarify the obligations of agency heads,\ndefence, border protection, health and\nsupervisors and APS employees in achieving,\nsafety responses to keep Australians safe\npromoting and fostering a high-performance culture.51\nAround 20% of 2019 APS Employee Census\nrespondents indicated that their agency dealt with\ninternally support delivery of core functions\nunderperfo | `strategies/APS_Workforce_strategy.pdf (http://www.apsc.gov.au/sites/default/files/2021-03/APS_Workforce_strategy.pdf)` |\n| 2030, APS, 2020 APS | While still a world-leading public service,\nChanging skill requirements\nthe APS is less competitive than other civil\nBy 2030, APS employees may spend:74 services in relation to:80\n• ICT skills at work (digital dexterity)\n15% less time on basic\n• Communications skills\ncognitive tasks\n• Problem-solving skills\n20% more time on\ntechnological activities Developing Staff\n12% more time on 68% of HR leaders will prioritise building\nsocial and emotional t | `strategies/APS_Workforce_strategy.pdf (http://www.apsc.gov.au/sites/default/files/2021-03/APS_Workforce_strategy.pdf)` |\n| 2030, APS, 2020 APS | Changing skill requirements While still a world-leading public\nservice, the APS is less competitive\nBy 2030, APS employees may spend:74 than other civil services in relation to:80\n• ICT skills at work (digital dexterity)\n15% less time on basic\n• Communications skills\ncognitive tasks\n• Problem-solving skills\n20% more time on\ntechnological activities Developing Staff\n12% more time on 68% of HR leaders will prioritise building\nsocial and emotional t | `strategies/APS_Workforce_strategy_2025.pdf (http://www.apsc.gov.au/sites/default/files/2021-03/APS_Workforce_strategy_2025.pdf)` |\n| 99,000 staff | [pages 11,12,13]\norce of more than 99,000 staff\nat more than 7,200 polling places around the country. | `other-pdfs/APSC-20State-20of-20the-20Service-20Report-202024-E2-80-9325.pdf (http://www.apsc.gov.au/sites/default/files/2025-11/APSC%20State%20of%20the%20Service%20Report%202024%E2%80%9325.pdf)` |\n\n## Key Achievements\n\n- This report includes:\nAdditional detail and analysis of achievements and outcomes of the APS Reform agenda 2022-2025\nComparative analysis of APS Reform agenda Performance Metrics for 2023/24 and 2024/25\nImplications of findings for ongoing transformation efforts\nThe snapshot and report are part of a broader suite of publications on the APS Reform Agenda’s progress, including the APS Reform Annual Progress Reports.\n Source: `pages/reforms-index__13.html (http://www.apsc.gov.au/initiatives-and-programs/aps-reform/evaluation-and-resources)`\n- While still a world-leading public service,\nChanging skill requirements\nthe APS is less competitive than other civil\nBy 2030, APS employees may spend:74 services in relation to:80\n• ICT skills at work (digital dexterity)\n15% less time on basic\n• Communications skills\ncognitive tasks\n• Problem-solving skills\n20% more time on\ntechnological activities Developing Staff\n12% more time on 68% of HR leaders will prioritise building\nsocial and emotional tasks critical skills and capabilities in 202181\n59% of L&D executives have experienced 27% of Australians did not take up\nlearning activities because they\ngrowing skills shortages in their\norganisations over the past three years75 were too busy at work82\nOf the 21% of 2020 APS Employee Census\n72% of agencies reported critical skill\nrespondents who had not completed any\nshortages76\nformal learning and development during the\n Source: `strategies/APS_Workforce_strategy.pdf (http://www.apsc.gov.au/sites/default/files/2021-03/APS_Workforce_strategy.pdf)`\n- Changing skill requirements While still a world-leading public\nservice, the APS is less competitive\nBy 2030, APS employees may spend:74 than other civil services in relation to:80\n• ICT skills at work (digital dexterity)\n15% less time on basic\n• Communications skills\ncognitive tasks\n• Problem-solving skills\n20% more time on\ntechnological activities Developing Staff\n12% more time on 68% of HR leaders will prioritise building\nsocial and emotional tasks critical skills and capabilities in 202181\n59% of L&D executives have 27% of Australians did not take up\nexperienced growing skills shortages learning activities because they\nin their organisations over the past three were too busy at work82\nyears75\nOf the 21% of 2020 APS Employee\n72% of agencies reported critical skill\nCensus respondents who had not\nshortages76\ncompleted any formal learning and\n Source: `strategies/APS_Workforce_strategy_2025.pdf (http://www.apsc.gov.au/sites/default/files/2021-03/APS_Workforce_strategy_2025.pdf)`\n- There has been good progress with diversity and inclusion in 2024–25:\n• for the first time, more than 100 First Nations leaders are in Senior Executive Service roles\n(111 leaders at 30 June 2025)\n• CALD Inclusive Leadership Guidance has been published to help SES leaders build culturally\ninclusive APS workplaces\n• the Workplace Gender Equality Agency provided the first-ever publication of gender pay gaps\nacross 120 Commonwealth public sector employers\n• the SES Disability Network doubled its membership, raised its profile, and engaged more SES\nstaff with lived experience\n• Services Australia and the Australian Taxation Office have reached Platinum status on the\nAustralian Workplace Equality Index, a national benchmark on LGBTQA+ workplace inclusion\n• Social Services released Australia’s first National Autism Strategy and First Action Plan 2025–26.\n Source: `other-pdfs/APSC-20State-20of-20the-20Service-20Report-202024-E2-80-9325.pdf (http://www.apsc.gov.au/sites/default/files/2025-11/APSC%20State%20of%20the%20Service%20Report%202024%E2%80%9325.pdf)`\n- The\n• A number of actions identified in the Strategy are identified approach articulates the planned benefits\nalready being implemented, including APS reform for the APS and the Australian community, and the\npriorities identified 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\n Source: `strategies/APS_Workforce_strategy.pdf (http://www.apsc.gov.au/sites/default/files/2021-03/APS_Workforce_strategy.pdf)`\n- Evaluation and resources\nPublished\n1 December 2025\nShare\nLinkedin\nTwitter\nFacebook\nEmail\nPrint\nAn evaluation snapshot of the APS Reform Program was published in March 2025, which provides an assessment of the Reform agenda initiatives’ progress, achievements and outcomes across the Pillars.\n Source: `pages/reforms-index__13.html (http://www.apsc.gov.au/initiatives-and-programs/aps-reform/evaluation-and-resources)`\n- Agencies plan to bring $527,553,088 worth\nof core work in-house in 2024–25, and will report on progress in their annual reports for the first time\nin 2025.\n Source: `other-pdfs/APSC-20State-20of-20the-20Service-20Report-202024-E2-80-9325.pdf (http://www.apsc.gov.au/sites/default/files/2025-11/APSC%20State%20of%20the%20Service%20Report%202024%E2%80%9325.pdf)`\n- 92% 85% 82% 83%\nare happy to go the suggest ideas to improve believe strongly in the are committed to their\n'extra mile' at work ways of doing things purpose and objectives agency's goals\nof their agency\nAPS Workforce Strategy 2025 8\n Source: `strategies/APS_Workforce_strategy.pdf (http://www.apsc.gov.au/sites/default/files/2021-03/APS_Workforce_strategy.pdf)`\n- The 2020 Federal Budget included over\nDemand for most in-demand digital\n$3bn of investment in data and digital technology-\nenabled initiatives.22 A number of agencies also have roles increased by ~700% over\nmajor deliverables under the Digital Transformation 5 years28\nRoadmap 2025.\n Source: `strategies/APS_Workforce_strategy.pdf (http://www.apsc.gov.au/sites/default/files/2021-03/APS_Workforce_strategy.pdf)`\n- The APS Commissioner’s Directions, amended in\ndeliver national security,\nJuly 2019, clarify the obligations of agency heads,\ndefence, border protection, health and\nsupervisors and APS employees in achieving,\nsafety responses to keep Australians safe\npromoting and fostering a high-performance culture.51\nAround 20% of 2019 APS Employee Census\nrespondents indicated that their agency dealt with\ninternally support delivery of core functions\nunderperformance effectively.52 2019 amendments\nby effectively managing functions\nto the APS Commissioner’s Directions explicitly\nsuch as finance, risk management\naddressed the role of senior leaders and supervisors\nand business planning, ICT and\nin developing and sustaining a high-performance\nhuman resources\nAPS Workforce Strategy 2025 13\n Source: `strategies/APS_Workforce_strategy.pdf (http://www.apsc.gov.au/sites/default/files/2021-03/APS_Workforce_strategy.pdf)`\n- [Page 16]\nperformance function, we will increase accountability,\n63% of APS Census respondents reported their\npromote best practice and build professional skills\nSES manager could effectively lead and manage\nfor staff in regulatory roles through targeted upskilling change.65\nand training, and cultural change.61\nStrong leadership capabilities will drive\n62% of employees reported their SES manager\nperformance\nencouraged innovation and creativity.66\nHigh-performing leaders who can engage the skills,\ntalents and commitment of the APS workforce are ‘Complex’, ‘ambiguous’, ‘uncertain’ and ‘disruptive’\ncritical to the APS delivering its services and meeting are not just buzzwords.\n Source: `strategies/APS_Workforce_strategy.pdf (http://www.apsc.gov.au/sites/default/files/2021-03/APS_Workforce_strategy.pdf)`\n- [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.\n Source: `strategies/APS_Workforce_strategy.pdf (http://www.apsc.gov.au/sites/default/files/2021-03/APS_Workforce_strategy.pdf)`\n\n## Key Issues, Risks, and Recommendations\n\n- [Page 26]\nNew work models\nThe recommendations of the APS Review remain\nhighly relevant: the APS needs to transform its\nworkforce and structure, and perform as one\nenterprise to compete globally and drive innovative\nand citizen-centric solutions.105\n‘The APS must prepare for major\nWe will embrace new workforce and capability\nchanges in the years ahead as\nmodels and streamline workforce management\ntechnology redefines the jobs its practices to bring the right capabilities together\nthrough tiger teams or taskforces to solve problems.\npeople perform, the services they\nWe will also better utilise the collective intelligence\nprovide and the outcomes they\nof our workforce and engage the Australian public\ndeliver.’103 to crowd-source solutions to complex societal\nproblems.\n‘The APS will need to change Disruption to the APS operating model experienced\n Source: `strategies/APS_Workforce_strategy.pdf (http://www.apsc.gov.au/sites/default/files/2021-03/APS_Workforce_strategy.pdf)`\n- The APS Commissioner’s Directions, amended in\ndeliver national security,\nJuly 2019, clarify the obligations of agency heads,\ndefence, border protection, health and\nsupervisors and APS employees in achieving,\nsafety responses to keep Australians safe\npromoting and fostering a high-performance culture.51\nAround 20% of 2019 APS Employee Census\nrespondents indicated that their agency dealt with\ninternally support delivery of core functions\nunderperformance effectively.52 2019 amendments\nby effectively managing functions\nto the APS Commissioner’s Directions explicitly\nsuch as finance, risk management\naddressed the role of senior leaders and supervisors\nand business planning, ICT and\nin developing and sustaining a high-performance\nhuman resources\nAPS Workforce Strategy 2025 13\n Source: `strategies/APS_Workforce_strategy.pdf (http://www.apsc.gov.au/sites/default/files/2021-03/APS_Workforce_strategy.pdf)`\n- Think\nthe next 3-5 years?\nabout short term (3-12 months) and\nlong term (12-36 months).\n□ H as demand for organisation services\n□ A re diversity and inclusion strategies been forecasted?\nincorporated to reflect whole of\n□ W hat challenges and opportunities are\ngovernment strategies and direction?\nthere to achieving/sustaining the future\ncapacity required?\n□ W hat is the capacity needed around\npriority workforces/segments?\n 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)`\n- [pages 9,10,11]\nenergy deals ..............................................148\nManaging access to sensitive and high-risk technologies in the public interest ..............................150\nShowcasing Australian science and technology at World Expo 2025 .............................................152\nWorking with remote Indonesian communities to prevent illegal fishing .........................................154\nAustralian monitoring efforts in support of the Comprehensive Nuclear Test Ban Treaty ...............156\nNyul Nyul Indigenous Protected Area ..............................................................................................158\nAdministrative and satellite data replaces time consuming agriculture surveys ..............................160\nState of the Service Report 2024–25 I Page 9\n Source: `other-pdfs/APSC-20State-20of-20the-20Service-20Report-202024-E2-80-9325.pdf (http://www.apsc.gov.au/sites/default/files/2025-11/APSC%20State%20of%20the%20Service%20Report%202024%E2%80%9325.pdf)`\n- [pages 129,130,131,132]\nsensitive and high-risk\ninformation technologies in the public interest\nImproving the financial literacy of Australian Showcasing Australian science and technology\nstudents at World Expo 2025\nProtecting health and safety through national Working with remote Indonesian communities to\nfood surveillance prevent illegal fishing\nCulturally safe cancer care through partnerships Australian monitoring efforts in support of the\nwith Aboriginal and Torres Strait Islander Comprehensive Nuclear Test Ban Treaty\ncommunities\nMeeting the needs of remote, rural and regional Nyul Nyul Indigenous Protected Area\ncommunities\nDigital mental health platform for veterans and Administrative and satellite data replaces time\ntheir families consuming agriculture surveys\nState of the Service Report 2024–25 I Page 129\n Source: `other-pdfs/APSC-20State-20of-20the-20Service-20Report-202024-E2-80-9325.pdf (http://www.apsc.gov.au/sites/default/files/2025-11/APSC%20State%20of%20the%20Service%20Report%202024%E2%80%9325.pdf)`\n- Agile workforce models Skills & capabilities\n97% of employers believe that employees’ Digital & data literacy skills continue\nexpectations of work are changing90 to be identified as capability gaps within\nimmediate workgroups across the APS98\nTop 3 enablers of performance for APS\nemployees in 2020:91\nHigh risk of a “skills mismatch of a\n• increased flexibility in work practices (69%)\nsignificant scale” arising from accelerated\n• improved technology and a more digital digital disruption in the economy.\n Source: `strategies/APS_Workforce_strategy.pdf (http://www.apsc.gov.au/sites/default/files/2021-03/APS_Workforce_strategy.pdf)`\n- Agile workforce models Skills & capabilities\nDigital & data literacy skills continue\n97% of employers believe that employees’\nto be identified as capability gaps within\nexpectations of work are changing90\nimmediate workgroups across the APS98\nTop 3 enablers of performance for APS\nemployees in 2020:91 High risk of a “skills mismatch of a\nsignificant scale” arising from accelerated\n• increased flexibility in work practices (69%)\ndigital disruption in the economy.\n Source: `strategies/APS_Workforce_strategy_2025.pdf (http://www.apsc.gov.au/sites/default/files/2021-03/APS_Workforce_strategy_2025.pdf)`\n- [Page 129]\nExplore Serving the community\nHelping Australians during international crises Accurate measurement supporting Australian\nbusinesses and fair trade\nDisability Inclusive Emergency Management Behavioural economics helping Australians get\nToolkit better energy deals\nRaising awareness of misleading election Managing access to sensitive and high-risk\ninformation technologies in the public interest\nImproving the financial literacy of Australian Showcasing Australian science and technology\nstudents at World Expo 2025\nProtecting health and safety through national Working with remote Indonesian communities to\nfood surveillance prevent illegal fishing\nCulturally safe cancer care through partnerships Australian monitoring efforts in support of the\nwith Aboriginal and Torres Strait Islander Comprehensive Nuclear Test Ban Treaty\ncommunities\n Source: `other-pdfs/APSC-20State-20of-20the-20Service-20Report-202024-E2-80-9325.pdf (http://www.apsc.gov.au/sites/default/files/2025-11/APSC%20State%20of%20the%20Service%20Report%202024%E2%80%9325.pdf)`\n- Managing complex and\nchallenging staffing issues\nCitizen-centric delivery and\ninstitutional integrity\nOf those APS employees who said\ntheir immediate workgroup had\n52% of respondents to the Citizen capability gaps, 27% reported\nExperience Survey said they were leadership as a missing capability118\nsatisfied with the Australian\nPublic Service115 72% of APS staff stated that their\nmanager encourages and supports high\nThe APS must uphold, and be seen to\nperformance119\nuphold, the highest standards of ethical\nbehaviour\n90% or more of employees High-performance cultures\n• p erceived their colleagues and\nsupervisors always or often acted in Organisations with highly effective\naccordance with the APS Values116 performance management\nsystems are three times\nThe APS Values, APS Employment\nmore likely to report that they\nPrinciples and APS Code of Conduct\noutperform their peers120\n Source: `strategies/APS_Workforce_strategy.pdf (http://www.apsc.gov.au/sites/default/files/2021-03/APS_Workforce_strategy.pdf)`\n- 92% 85% 82% 83%\nare happy to go the suggest ideas to improve believe strongly in the are committed to their\n'extra mile' at work ways of doing things purpose and objectives agency's goals\nof their agency\nAPS Workforce Strategy 2025 8\n Source: `strategies/APS_Workforce_strategy.pdf (http://www.apsc.gov.au/sites/default/files/2021-03/APS_Workforce_strategy.pdf)`\n- The 2020 Federal Budget included over\nDemand for most in-demand digital\n$3bn of investment in data and digital technology-\nenabled initiatives.22 A number of agencies also have roles increased by ~700% over\nmajor deliverables under the Digital Transformation 5 years28\nRoadmap 2025.\n Source: `strategies/APS_Workforce_strategy.pdf (http://www.apsc.gov.au/sites/default/files/2021-03/APS_Workforce_strategy.pdf)`\n- [Page 16]\nperformance function, we will increase accountability,\n63% of APS Census respondents reported their\npromote best practice and build professional skills\nSES manager could effectively lead and manage\nfor staff in regulatory roles through targeted upskilling change.65\nand training, and cultural change.61\nStrong leadership capabilities will drive\n62% of employees reported their SES manager\nperformance\nencouraged innovation and creativity.66\nHigh-performing leaders who can engage the skills,\ntalents and commitment of the APS workforce are ‘Complex’, ‘ambiguous’, ‘uncertain’ and ‘disruptive’\ncritical to the APS delivering its services and meeting are not just buzzwords.\n Source: `strategies/APS_Workforce_strategy.pdf (http://www.apsc.gov.au/sites/default/files/2021-03/APS_Workforce_strategy.pdf)`\n- While still a world-leading public service,\nChanging skill requirements\nthe APS is less competitive than other civil\nBy 2030, APS employees may spend:74 services in relation to:80\n• ICT skills at work (digital dexterity)\n15% less time on basic\n• Communications skills\ncognitive tasks\n• Problem-solving skills\n20% more time on\ntechnological activities Developing Staff\n12% more time on 68% of HR leaders will prioritise building\nsocial and emotional tasks critical skills and capabilities in 202181\n59% of L&D executives have experienced 27% of Australians did not take up\nlearning activities because they\ngrowing skills shortages in their\norganisations over the past three years75 were too busy at work82\nOf the 21% of 2020 APS Employee Census\n72% of agencies reported critical skill\nrespondents who had not completed any\nshortages76\nformal learning and development during the\n Source: `strategies/APS_Workforce_strategy.pdf (http://www.apsc.gov.au/sites/default/files/2021-03/APS_Workforce_strategy.pdf)`\n- [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.\n Source: `strategies/APS_Workforce_strategy.pdf (http://www.apsc.gov.au/sites/default/files/2021-03/APS_Workforce_strategy.pdf)`\n\n## Corporate Values and Operating Culture\n\n- 6\nDelivering for Tomorrow: the APS Workforce Strategy 2025 6\nObjective of the APS Workforce Strategy 6\nThe APS working as one enterprise 7\nChange is shaping our workforce and how we deliver 7\nOur workforce must continue to evolve to meet changing demands 18\nDelivering for Tomorrow: An Action Plan for the APS workforce 19\nAction 1: Attract, build and retain skills, expertise a nd talent 20\nAction 2: Embrace data, technology and flexible and responsive workforce models 25\nAction 3: Strengthen integrity and purposeful leadership 31\nWorkforce Strategy within the APS Operating Model 36\nAPS Values and Code of Conduct 36\nOur actions align with and complement existing strategies 36\nImplementation and Realising Success 37\nAgency-specific workforce planning is a key enabler of success 37\nAPSC Centre of Excellence — building workforce planning capability across the APS 37\nMonitoring and review 38\n Source: `strategies/APS_Workforce_strategy.pdf (http://www.apsc.gov.au/sites/default/files/2021-03/APS_Workforce_strategy.pdf)`\n- [pages 31,32]\n,\nperformance119\nthe highest standards of ethical behaviour\n• 9 0% or more of employees\nHigh-performance cultures\nperceived their colleagues and supervisors\nalways or often acted in accordance with\nOrganisations with highly effective\nthe APS Values116\nperformance management\nThe APS Values, APS Employment systems are three times\nPrinciples and APS Code of Conduct more likely to report that they\nunderpin our approach to integrity culture. outperform their peers120\nAll APS employees agree to uphold these\nelements when they begin work with the APS,\nsupporting integrity in APS employment\n48% of APS staff believed their overall\nexperience of performance management\nin their agency had been useful for their\ndevelopment121\n78% of APS staff agreed their workgroup\ncompletes work to a high standard122\n Source: `strategies/APS_Workforce_strategy_2025.pdf (http://www.apsc.gov.au/sites/default/files/2021-03/APS_Workforce_strategy_2025.pdf)`\n- 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\n Source: `pages/reforms-index.html (http://www.apsc.gov.au/initiatives-and-programs/aps-reform)`\n- Outcome 1: Public sector employees act with and champion integrity\nBehaviour & outcomes-based performance management\nImproving protections for whistleblowers\nLimitation on Ministerial directions to Agency Heads\nNational Anti-Corruption Commission\nPGPA Fraud Rule anti-corruption provisions\nReview public sector board appointments\nSet the Standard Report implementation\nStrengthen pro-Integrity systems and culture\nMerit-based appointments and performance of Senior APS Executives\nOwn motion powers for APS Commissioner\nAPS Integrity Dashboard\nModernise the review of workplace decisions\nPost-employment conflicts of interest for Agency Heads and SES\nSES Integrity Capability\nOutcome 2: Public service employees are stewards of the public service\nAnnual Ministerial statement on progress of reform\nAPS Purpose statement\nIncrease transparency of Secretaries Board\nStewardship as APS Value\n Source: `pages/reforms-index__08.html (http://www.apsc.gov.au/initiatives-and-programs/aps-reform/pillar-one-aps-embodies-integrity-everything-it-does)`\n- Managing complex and\nchallenging staffing issues\nCitizen-centric delivery and\ninstitutional integrity\nOf those APS employees who said\ntheir immediate workgroup had\n52% of respondents to the Citizen capability gaps, 27% reported\nExperience Survey said they were leadership as a missing capability118\nsatisfied with the Australian\nPublic Service115 72% of APS staff stated that their\nmanager encourages and supports high\nThe APS must uphold, and be seen to\nperformance119\nuphold, the highest standards of ethical\nbehaviour\n90% or more of employees High-performance cultures\n• p erceived their colleagues and\nsupervisors always or often acted in Organisations with highly effective\naccordance with the APS Values116 performance management\nsystems are three times\nThe APS Values, APS Employment\nmore likely to report that they\nPrinciples and APS Code of Conduct\noutperform their peers120\n Source: `strategies/APS_Workforce_strategy.pdf (http://www.apsc.gov.au/sites/default/files/2021-03/APS_Workforce_strategy.pdf)`\n- [pages 7,8]\n....................................................55\nAPS Reform agenda .........................................................................................................................56\nCollaboration Circle ...........................................................................................................................58\nClimate action in government operations ..........................................................................................60\nIntegrity and conduct in the APS �������������������������������������������������������������������������������������������������������62\nPersonal conduct in the APS .............................................................................................................63\nState of the Service Report 2024–25 I Page 7\n Source: `other-pdfs/APSC-20State-20of-20the-20Service-20Report-202024-E2-80-9325.pdf (http://www.apsc.gov.au/sites/default/files/2025-11/APSC%20State%20of%20the%20Service%20Report%202024%E2%80%9325.pdf)`\n- [Page 16]\nperformance function, we will increase accountability,\n63% of APS Census respondents reported their\npromote best practice and build professional skills\nSES manager could effectively lead and manage\nfor staff in regulatory roles through targeted upskilling change.65\nand training, and cultural change.61\nStrong leadership capabilities will drive\n62% of employees reported their SES manager\nperformance\nencouraged innovation and creativity.66\nHigh-performing leaders who can engage the skills,\ntalents and commitment of the APS workforce are ‘Complex’, ‘ambiguous’, ‘uncertain’ and ‘disruptive’\ncritical to the APS delivering its services and meeting are not just buzzwords.\n Source: `strategies/APS_Workforce_strategy.pdf (http://www.apsc.gov.au/sites/default/files/2021-03/APS_Workforce_strategy.pdf)`\n- While still a world-leading public service,\nChanging skill requirements\nthe APS is less competitive than other civil\nBy 2030, APS employees may spend:74 services in relation to:80\n• ICT skills at work (digital dexterity)\n15% less time on basic\n• Communications skills\ncognitive tasks\n• Problem-solving skills\n20% more time on\ntechnological activities Developing Staff\n12% more time on 68% of HR leaders will prioritise building\nsocial and emotional tasks critical skills and capabilities in 202181\n59% of L&D executives have experienced 27% of Australians did not take up\nlearning activities because they\ngrowing skills shortages in their\norganisations over the past three years75 were too busy at work82\nOf the 21% of 2020 APS Employee Census\n72% of agencies reported critical skill\nrespondents who had not completed any\nshortages76\nformal learning and development during the\n Source: `strategies/APS_Workforce_strategy.pdf (http://www.apsc.gov.au/sites/default/files/2021-03/APS_Workforce_strategy.pdf)`\n\n## Global Ideas and Case Study Inputs\n\nGlobal source texts are available for later idea synthesis:\n- `global-intelligence/source-text/association-worldbank.org-governance.txt`\n- `global-intelligence/source-text/consulting-deloitte.com-government-public.txt`\n- `global-intelligence/source-text/university-ash.harvard.edu-Harvard-Kennedy-School-Ash-Center.txt`\n\n## Source Artifacts Used\n\n- `strategies/APS_Workforce_strategy.pdf` - strategies - http://www.apsc.gov.au/sites/default/files/2021-03/APS_Workforce_strategy.pdf\n- `strategies/APS_Workforce_strategy_2025.pdf` - strategies - http://www.apsc.gov.au/sites/default/files/2021-03/APS_Workforce_strategy_2025.pdf\n- `pages/about.html` - pages - http://www.apsc.gov.au/about-us\n- `pages/homepage.html` - pages - http://www.apsc.gov.au\n- `pages/leadership.html` - pages - http://www.apsc.gov.au/news-and-events/australian-government-leadership-network-agln\n- `pages/news-latest.html` - pages - http://www.apsc.gov.au/news-and-events\n- `pages/publications-index.html` - pages - http://www.apsc.gov.au/initiatives-and-programs/workforce-information/research-analysis-and-publications/state-service/state-service-report-2024-25\n- `pages/reforms-index.html` - pages - http://www.apsc.gov.au/initiatives-and-programs/aps-reform\n- `pages/reforms-index__06.html` - pages - https://www.apsc.gov.au/initiatives-and-programs/aps-reform\n- `pages/reforms-index__07.html` - pages - http://www.apsc.gov.au/initiatives-and-programs/aps-reform\n- `pages/reforms-index__08.html` - pages - http://www.apsc.gov.au/initiatives-and-programs/aps-reform/pillar-one-aps-embodies-integrity-everything-it-does\n- `pages/reforms-index__09.html` - pages - http://www.apsc.gov.au/initiatives-and-programs/aps-reform/pillar-two-aps-puts-people-and-business-centre-policy-and-services\n- `pages/reforms-index__10.html` - pages - http://www.apsc.gov.au/initiatives-and-programs/aps-reform/pillar-three-aps-model-employer\n- `pages/reforms-index__11.html` - pages - http://www.apsc.gov.au/initiatives-and-programs/aps-reform/pillar-four-aps-has-capability-do-its-job-well\n- `pages/reforms-index__12.html` - pages - http://www.apsc.gov.au/initiatives-and-programs/aps-reform/progress-aps-reform\n- `pages/reforms-index__13.html` - pages - http://www.apsc.gov.au/initiatives-and-programs/aps-reform/evaluation-and-resources\n- `pages/strategies-index.html` - pages - http://www.apsc.gov.au/initiatives-and-programs/aps-workforce-strategy-2025\n- `pages/strategies-index__00.html` - pages - https://www.apsc.gov.au/initiatives-and-programs/aps-workforce-strategy-2025\n- `pages/strategies-index__01.html` - pages - http://www.apsc.gov.au/initiatives-and-programs/aps-workforce-strategy-2025\n- `pages/strategies-index__02.html` - pages - http://www.apsc.gov.au/initiatives-and-programs/aps-mobility-framework\n- `pages/strategies-index__03.html` - pages - http://www.apsc.gov.au/initiatives-and-programs/aps-workforce-strategy-2025/workforce-planning-resources\n- `pages/strategies-index__04.html` - pages - http://www.apsc.gov.au/sites/default/files/2021-03/APS_Workforce_strategy_2025.pdf\n- `pages/strategies-index__05.html` - pages - http://www.apsc.gov.au/sites/default/files/2021-03/APS_Workforce_strategy.pdf\n- `global-intelligence/source-text/association-worldbank.org-governance.txt` - global-intelligence - local file\n- `global-intelligence/source-text/consulting-deloitte.com-government-public.txt` - global-intelligence - local file\n- `global-intelligence/source-text/university-ash.harvard.edu-Harvard-Kennedy-School-Ash-Center.txt` - global-intelligence - local file\n- `other-pdfs/APS-20Centre-20of-20Excellence-20--20Workforce-20Planning-20Guide-20--20Accessib.pdf` - other-pdfs - http://www.apsc.gov.au/sites/default/files/2023-04/APS%20Centre%20of%20Excellence%20-%20Workforce%20Planning%20Guide%20-%20Accessibility.pdf\n- `other-pdfs/Appendix-201-20-E2-80-93-20Workforce-20Planning-20Guiding-20Questions.pdf` - other-pdfs - http://www.apsc.gov.au/sites/default/files/2023-05/Appendix%201%20%E2%80%93%20Workforce%20Planning%20Guiding%20Questions.pdf\n- `other-pdfs/APSC-20State-20of-20the-20Service-20Report-202024-E2-80-9325.pdf` - other-pdfs - http://www.apsc.gov.au/sites/default/files/2025-11/APSC%20State%20of%20the%20Service%20Report%202024%E2%80%9325.pdf\n\n## Gaps To Fix\n\n- No corporate plan text source found.\n- No annual report text source found.", "legislation_md": "# Australian Public Service Commission - Acts and Legislation Discovery\n\n**Generated at**: 2026-05-09T20:48:59.108386+00:00\n**Entity ID**: O-000909\n**Jurisdiction**: Commonwealth\n**Portfolio**: Prime Minister and Cabinet\n\n> This is an evidence-based discovery list from scraped department material. A mention does not always mean the department administers the legislation; high-confidence and official register links should be reviewed.\n\n## Summary\n\n- Source files scanned: 27\n- Unique legislation references found: 19\n\n| Type | Count |\n|---|---:|\n| Act | 18 |\n| Regulation | 1 |\n\n## Legislation References\n\n### Public Service Act 1999\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 43\n**Register search**: https://www.legislation.gov.au/search?query=Public+Service+Act+1999\n\n**Sources**:\n- `pages/about.html`\n- `pages/homepage.html`\n- `pages/publications-index.html`\n- `pages/reforms-index.html`\n- `pages/reforms-index__06.html`\n- `pages/reforms-index__07.html`\n- `pages/reforms-index__08.html`\n- `pages/strategies-index__02.html`\n- `other-pdfs/APSC-20State-20of-20the-20Service-20Report-202024-E2-80-9325.pages.jsonl`\n- `strategies/APS_Workforce_strategy.pages.jsonl`\n\n**Evidence contexts**:\n- is a non-corporate Commonwealth entity.\nThe Commission supports two statutory office holders: the Australian Public Service Commissioner - who is also agency head - and the Merit Protection Commissioner. Their functions are set out in s41(1) and s50(1) of the\nPublic Service Act 1999\n(PS Act).\nThe Merit Protection Commissioner Ms Jamie Lowe, is an independent statutory office holder, with the Australian Public Service Commission providing administrative support for the function.\nThe Commission is led by the Australian Public Service Commi\n Source: `pages/about.html`\n- en the Australian Public Service Commission and APS agencies.\nIt shows how the APS supports the Australian Government, the Australian Parliament and the Australian people.\nAPS Employee Census 2025\nIn 2025, 107 agencies and entities that engage staff under the Public Service Act 1999 participated in the APS Employee Census.\nAPS Academy\nThe APS Academy is a network hub of learning and development excellence for the APS. Access resources, courses and experience from across the APS to build craft capabilities.\nLatest news\nStay up to date on\n Source: `pages/homepage.html`\n- integrity and fairness in its recruitment practices as required by the APS Employment Principles. As AI tools and technologies become more widely used by APS agencies in recruitment processes, it is essential that their adoption and use is compliant with the Public Service Act 1999, the Australian Public Service Commissioner’s Directions 2022 and the Privacy Act 1988.\nUpdated\n20 Apr 2026\nGuide on merit in the APS\nThe Guide on Merit has been prepared for HR practitioners to support agencies uphold each element of merit-based selection, w\n Source: `pages/homepage.html`\n- State of the Service Report 2024-25 | Australian Public Service Commission\n\nState of the Service Report 2024-25\nPublished\n26 November 2025\nShare\nLinkedin\nTwitter\nFacebook\nEmail\nPrint\nIntroduction\nSection 44 of the\nPublic Service Act 1999\nstates that the Australian Public Service Commissioner must give a report to the Agency Minister, for presentation to the Parliament, on the state of the APS during the past year.\nThe State of the Service Report is a collaboration between the Australian Publi\n Source: `pages/publications-index.html`\n- c service transformation were announced. On 1 November 2023, a second phase of 15 targeted initiatives were announced to continue to strengthen the public service, bringing the total to 59 initiatives.\nThe Public Service Amendment Act 2024 made changes to the Public Service Act 1999 to help the APS better serve the Government, the Parliament, and the Australian community into the future. The Public Service Amendment Act 2024 locked in key APS Reform initiatives to strengthen the core values of the APS; build APS capability and expertise;\n Source: `pages/reforms-index.html`\n\n### Public Governance, Performance and Accountability Act 2013\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 6\n**Register search**: https://www.legislation.gov.au/search?query=Public+Governance%2C+Performance+and+Accountability+Act+2013\n\n**Sources**:\n- `pages/about.html`\n- `pages/strategies-index__02.html`\n- `other-pdfs/APS-20Centre-20of-20Excellence-20--20Workforce-20Planning-20Guide-20--20Accessib.pages.jsonl`\n- `strategies/APS_Workforce_strategy.pages.jsonl`\n- `strategies/APS_Workforce_strategy_2025.pages.jsonl`\n\n**Evidence contexts**:\n- e Commission is led by the Australian Public Service Commissioner Dr Gordon de Brouwer supported by expert Deputy Commissioners and First Assistant Commissioners.\nThe Commission's statutory responsibilities are detailed in the PS Act and it operates under the\nPublic Governance, Performance and Accountability Act 2013\n(PGPA Act).\nThe Merit Protection Commission and Commissioner\nare an independent entity from the Australian Public Service Commission and Commissioner.\nWas this page helpful?\nYes\nNo\nPlease add your comments:\nAcknowledgement of Country\nThe APSC acknowledges the\n Source: `pages/about.html`\n- uate rotations, employee sabbaticals into the private sector or academia.\nPrinciples\nAgency Heads are responsible for making decisions about how they deliver on their agency’s priorities, within the broader framework set by the\nPublic Service Act 1999\nand the\nPublic Governance, Performance and Accountability Act 2013.\nThese acts\nrequire and encourage cooperation within and between agencies, including to deliver outcomes across agency and portfolio boundaries.\nThe Framework principles have been developed to support the use of mobility as a strategic workforce tool in this\n Source: `pages/strategies-index__02.html`\n- including the workforce.\n2. Australian Public Service Commissioner’s Directions 2016\nSection 16(f) requires APS employees, including Agency Heads, ‘to demonstrate clearly that\nresources have been used efficiently, effectively, economically and ethically’.\n3. The Public Governance Performance and Accountability Act 2013 (PGPA Act)\nRequires the accountable authorities of Commonwealth entities to govern the entity in a way\nthat promotes proper use of public resources, the achievement of the entity’s purposes and\nthe financial sustainability of the entity1. As such, under the P\n Source: `other-pdfs/APS-20Centre-20of-20Excellence-20--20Workforce-20Planning-20Guide-20--20Accessib.pages.jsonl`\n- ithin the Guide and within the APS.\nThese are noted in alphabetical order.\nTerm Definition\nBusiness planning Process that all Commonwealth entities are required to conduct to\nprepare an annual corporate plan in accordance with the\nrequirements outlined in the Public Governance, Performance and\nAccountability Act 2013 (PGPA Act).\nCapability The measure of an individual’s ability to achieve the tasks and\nobjectives of their role through the application of skills, knowledge\nand attributes.\nEnvironmental scan An examination of the internal or external environment to an\norgani\n Source: `other-pdfs/APS-20Centre-20of-20Excellence-20--20Workforce-20Planning-20Guide-20--20Accessib.pages.jsonl`\n- lia (2019) Delivering for Australians: A world-class Australian Public Service. The\nGovernment’s APS Reform Agenda.\n130 Australian Public Service Commission (2020) APS Performance Management Survey 2020 [unpublished data set].\n131 Australian Government (2013) Public Governance, Performance and Accountability Act 2013 [online document],\nFederal Register of Legislation.\n132 Australian Government (1999) Public Service Act 1999, Part 3, s.10 [online document], Federal Register of\nLegislation.\n133 Commonwealth of Australia (2019) Our Public Service, Our Future. Independent Rev\n Source: `strategies/APS_Workforce_strategy.pages.jsonl`\n\n### Public Service Amendment Act 2024\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 6\n**Register search**: https://www.legislation.gov.au/search?query=Public+Service+Amendment+Act+2024\n\n**Sources**:\n- `pages/reforms-index.html`\n- `pages/reforms-index__06.html`\n- `pages/reforms-index__07.html`\n\n**Evidence contexts**:\n- 2, 44 initial initiatives across the four pillars of public service transformation were announced. On 1 November 2023, a second phase of 15 targeted initiatives were announced to continue to strengthen the public service, bringing the total to 59 initiatives.\nThe Public Service Amendment Act 2024 made changes to the Public Service Act 1999 to help the APS better serve the Government, the Parliament, and the Australian community into the future. The Public Service Amendment Act 2024 locked in key APS Reform initiatives to strengthen the core values of\n Source: `pages/reforms-index.html`\n- o strengthen the public service, bringing the total to 59 initiatives.\nThe Public Service Amendment Act 2024 made changes to the Public Service Act 1999 to help the APS better serve the Government, the Parliament, and the Australian community into the future. The Public Service Amendment Act 2024 locked in key APS Reform initiatives to strengthen the core values of the APS; build APS capability and expertise; and support good governance, accountability and transparency.\nMore information is available on the\nParliament of Australia website.\nLearn more a\n Source: `pages/reforms-index.html`\n- 2, 44 initial initiatives across the four pillars of public service transformation were announced. On 1 November 2023, a second phase of 15 targeted initiatives were announced to continue to strengthen the public service, bringing the total to 59 initiatives.\nThe Public Service Amendment Act 2024 made changes to the Public Service Act 1999 to help the APS better serve the Government, the Parliament, and the Australian community into the future. The Public Service Amendment Act 2024 locked in key APS Reform initiatives to strengthen the core values of\n Source: `pages/reforms-index__06.html`\n- o strengthen the public service, bringing the total to 59 initiatives.\nThe Public Service Amendment Act 2024 made changes to the Public Service Act 1999 to help the APS better serve the Government, the Parliament, and the Australian community into the future. The Public Service Amendment Act 2024 locked in key APS Reform initiatives to strengthen the core values of the APS; build APS capability and expertise; and support good governance, accountability and transparency.\nMore information is available on the\nParliament of Australia website.\nLearn more a\n Source: `pages/reforms-index__06.html`\n- 2, 44 initial initiatives across the four pillars of public service transformation were announced. On 1 November 2023, a second phase of 15 targeted initiatives were announced to continue to strengthen the public service, bringing the total to 59 initiatives.\nThe Public Service Amendment Act 2024 made changes to the Public Service Act 1999 to help the APS better serve the Government, the Parliament, and the Australian community into the future. The Public Service Amendment Act 2024 locked in key APS Reform initiatives to strengthen the core values of\n Source: `pages/reforms-index__07.html`\n\n### Australian Public Service Act 1999\n\n**Type**: Act\n**Confidence**: medium\n**Mentions**: 2\n**Register search**: https://www.legislation.gov.au/search?query=Australian+Public+Service+Act+1999\n\n**Sources**:\n- `other-pdfs/APS-20Centre-20of-20Excellence-20--20Workforce-20Planning-20Guide-20--20Accessib.pages.jsonl`\n\n**Evidence contexts**:\n- 7]\nGovernance and the APS context\nThe appropriate management of Commonwealth resources and subsequently, appropriate\nworkforce planning and the management of agency workforces is supported by various\ncommonwealth legislation and frameworks. These include:\n1. The Australian Public Service Act 1999\nSection 3 establishes the Australian Public Service (APS) as apolitical, and ‘efficient and\neffective in serving the Government, the parliament and the Australian public’.\nSection 57 establishes the roles and responsibilities of Departmental Secretaries, incl\n Source: `other-pdfs/APS-20Centre-20of-20Excellence-20--20Workforce-20Planning-20Guide-20--20Accessib.pages.jsonl`\n- planning actions to the HR team or line managers (as applicable), the ultimate accountability\nfor effective and efficient workforce management in an agency rests with the agency head\nand the senior leadership team as provided for in sections 57 and 66 of the Australian Public\nService Act 1999, and cannot be delegated.\nEffective workforce planning requires an integrated partnership between senior leaders and\nthe HR function, with clearly defined responsibilities and accountabilities to drive change and\nachieve the desired outcomes.\nAustralian Publi\n Source: `other-pdfs/APS-20Centre-20of-20Excellence-20--20Workforce-20Planning-20Guide-20--20Accessib.pages.jsonl`\n\n### Code of Conduct Public Service Act 1999\n\n**Type**: Act\n**Confidence**: medium\n**Mentions**: 2\n**Register search**: https://www.legislation.gov.au/search?query=Code+of+Conduct+Public+Service+Act+1999\n\n**Sources**:\n- `strategies/APS_Workforce_strategy.pages.jsonl`\n- `strategies/APS_Workforce_strategy_2025.pages.jsonl`\n\n**Evidence contexts**:\n- r y n k c n fo l i e n rc g e spa G\n3\n. e A s n y a l\ns\nAction 3: Strengthen integrity and purposeful leadership gi e\ne\ntartS\ntnemelpmI\n.5\nseigetartS poleve\nD .\n4\nDiversity &\nAPS-wide Mobility\nAPS Reform Inclusion\nProfessions Strategy\nStrategies\nAPS Values & Code of Conduct\nPublic Service Act 1999\nAPS Workforce Strategy 2025 36\n\n[page 37]\nIm plementation\nand Realising S u ccess\nAgency-specific workforce The APSC launched the program of work in June\nplanning is a key enabler of 2020. It applies the following fundamental principles:\nsuccess Strategic bus\n Source: `strategies/APS_Workforce_strategy.pages.jsonl`\n- C a r y n k c n fo l i e n rc g e spa G\n3.\ne A s n y a l\nAction 3: Strengthen integrity and purposeful leadership gi\nes\ne\ntartS\ntnemelpmI\n.5\nseigetartS poleve\nD\n.4\nDiversity &\nAPS-wide Mobility\nAPS Reform Inclusion\nProfessions Strategy\nStrategies\nAPS Values & Code of Conduct\nPublic Service Act 1999\nAPS Workforce Strategy 2025 36\n\n[page 37]\nIm plementation\nand Realising Su cce ss\nAgency-specific workforce The APSC launched the program of work in June\nplanning is a key enabler of 2020. It applies the following fundamental principles:\nsuccess Strategic bus\n Source: `strategies/APS_Workforce_strategy_2025.pages.jsonl`\n\n### APS The Oversight Legislation Amendment (Robodebt Royal Commission Response and Other Measures) Act 2025\n\n**Type**: Act\n**Confidence**: medium\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=APS+The+Oversight+Legislation+Amendment+%28Robodebt+Royal+Commission+Response+and+Other+Measures%29+Act+2025\n\n**Sources**:\n- `other-pdfs/APSC-20State-20of-20the-20Service-20Report-202024-E2-80-9325.pages.jsonl`\n\n**Evidence contexts**:\n- 25.\nNational Anti-Corruption Commission (2024) Commonwealth Integrity Survey overall results 2024,\nNACC website, accessed 25 July 2025.\nState of the Service Report 2024–25 I Page 70\n\n[page 71]\nEnhanced oversight of the APS\nThe Oversight Legislation Amendment (Robodebt Royal Commission Response and Other Measures)\nAct 2025 (the Act) began on 15 February 2025.\nThe Act implements 2 recommendations of the Royal Commission into the Robodebt Scheme related\nto strengthening the powers and capability of the Commonwealth Ombudsman to investigate the\nactions of departments and agencies.\n Source: `other-pdfs/APSC-20State-20of-20the-20Service-20Report-202024-E2-80-9325.pages.jsonl`\n\n### Act. The Public Service Act 1999\n\n**Type**: Act\n**Confidence**: medium\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=Act.+The+Public+Service+Act+1999\n\n**Sources**:\n- `other-pdfs/APSC-20State-20of-20the-20Service-20Report-202024-E2-80-9325.pages.jsonl`\n\n**Evidence contexts**:\n- psos was the service provider in 2025.\nPublic release\nThe public release of agency APS Employee Census data is aggregated and de-identified to protect\nindividual’s privacy. The release complies with the Privacy Act 1988, and the principles and codes\nunder the Act.\nThe Public Service Act 1999 requires all participating APS agencies, except by formal exemption,\nto publish a report of their APS Employee Census results and a responding action plan. Agencies\npublish their report and action plan on their respective websites after this report is tabled.\n Source: `other-pdfs/APSC-20State-20of-20the-20Service-20Report-202024-E2-80-9325.pages.jsonl`\n\n### Amendments to the Public Service Act 1999\n\n**Type**: Act\n**Confidence**: medium\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=Amendments+to+the+Public+Service+Act+1999\n\n**Sources**:\n- `other-pdfs/APSC-20State-20of-20the-20Service-20Report-202024-E2-80-9325.pages.jsonl`\n\n**Evidence contexts**:\n- stralian Public Service, supporting it to better serve the\nGovernment, the Parliament and the Australian people.\nThe APS Reform agenda is a comprehensive public sector reform program, delivering tangible results\nand steady, scalable change across the service.\nAmendments to the Public Service Act 1999 entered into force from 11 December 2024. These\namendments locked in key APS Reform initiatives to strengthen the APS core values, build APS\ncapability and expertise, and support good governance, accountability and transparency.\nChanges to the Public Service\n Source: `other-pdfs/APSC-20State-20of-20the-20Service-20Report-202024-E2-80-9325.pages.jsonl`\n\n### Australians. The Public Service Act 1999\n\n**Type**: Act\n**Confidence**: medium\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=Australians.+The+Public+Service+Act+1999\n\n**Sources**:\n- `other-pdfs/APSC-20State-20of-20the-20Service-20Report-202024-E2-80-9325.pages.jsonl`\n\n**Evidence contexts**:\n- , bringing the total completed under\nthe pilot phase of the program to 9.\nCapability reviews are an investment in long-term capability. They aim to embed a culture of\ncontinuous improvement and ensure the APS can deliver government priorities and outcomes for\nAustralians.\nThe Public Service Act 1999 requires all departments of state, Services Australia, the Australian\nTaxation Office and Australian Public Service Commission to participate in a review every 5 years.\nReviews are independent, forward-looking assessments of an agency’s organisational capabil\n Source: `other-pdfs/APSC-20State-20of-20the-20Service-20Report-202024-E2-80-9325.pages.jsonl`\n\n### National Anti-Corruption Commission Act 2022\n\n**Type**: Act\n**Confidence**: medium\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=National+Anti-Corruption+Commission+Act+2022\n\n**Sources**:\n- `other-pdfs/APSC-20State-20of-20the-20Service-20Report-202024-E2-80-9325.pages.jsonl`\n\n**Evidence contexts**:\n- months, reported\nthey had observed a public official engaging in conduct within their agency that they considered to\nbe corruption.\nThe definition of corruption and the related questions included in the 2025 APS Employee Census\nwere revised to align with the National Anti-Corruption Commission Act 2022 and the Commonwealth\nFraud and Corruption Control Framework. This change in definition and question wording may partially\nexplain differences in the proportion of respondents indicating they had witnessed corrupt behaviour\nwhen comparing results in 2025 to th\n Source: `other-pdfs/APSC-20State-20of-20the-20Service-20Report-202024-E2-80-9325.pages.jsonl`\n\n### Oversight Legislation Amendment (Robodebt Royal Commission Response and Other Measures) Act 2025\n\n**Type**: Act\n**Confidence**: medium\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=Oversight+Legislation+Amendment+%28Robodebt+Royal+Commission+Response+and+Other+Measures%29+Act+2025\n\n**Sources**:\n- `other-pdfs/APSC-20State-20of-20the-20Service-20Report-202024-E2-80-9325.pages.jsonl`\n\n**Evidence contexts**:\n- tion risks and\nprevention. It has supported Commonwealth agencies to assess and improve their internal integrity\nframeworks through the Commonwealth Integrity Maturity Framework and the first Commonwealth\nIntegrity Survey.\nThe Oversight Legislation Amendment (Robodebt Royal Commission Response and Other Measures)\nAct 2025 began on 15 February 2025. It implements 2 recommendations of the Royal Commission\nrelated to strengthening the powers and capability of the Commonwealth Ombudsman to investigate\nthe actions of departments and agencies.\nExplore Integrity and conduct in the AP\n Source: `other-pdfs/APSC-20State-20of-20the-20Service-20Report-202024-E2-80-9325.pages.jsonl`\n\n### Parliamentary Service Act 1999\n\n**Type**: Act\n**Confidence**: medium\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=Parliamentary+Service+Act+1999\n\n**Sources**:\n- `other-pdfs/APSC-20State-20of-20the-20Service-20Report-202024-E2-80-9325.pages.jsonl`\n\n**Evidence contexts**:\n- nities at all levels.\nFrom 1 April 2025, the Merit Protection Commissioner has greater visibility of promotion and\nengagement processes. The Merit Protection Commissioner acts as an independent statutory\noffice holder under the Public Service Act 1999 and the Parliamentary Service Act 1999 to perform\nemployment-related functions.\nThe Strengthening Integrity in the APS Strategy was released by the Australian Public Service\nCommission in June 2025. As custodian of the APS Values, Code of Conduct and Employment\nPrinciples, the APSC plays an import\n Source: `other-pdfs/APSC-20State-20of-20the-20Service-20Report-202024-E2-80-9325.pages.jsonl`\n\n### Public Governance and Accountability Act 2013\n\n**Type**: Act\n**Confidence**: medium\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=Public+Governance+and+Accountability+Act+2013\n\n**Sources**:\n- `other-pdfs/APSC-20State-20of-20the-20Service-20Report-202024-E2-80-9325.pages.jsonl`\n\n**Evidence contexts**:\n- rtunities to free up employee time for higher-value work and\nrethink the ways that services can be delivered where and when needed.\nThis work is taking place within the system of governance and accountability for the use of public\nresources established by the Public Governance and Accountability Act 2013, and new frameworks\nincluding policies to support the safe and responsible use of AI within government.\nEnhancing APS workforce productivity\nAPS agencies are examining how to achieve greater productivity in their operating environments. A\nkey focus is better\n Source: `other-pdfs/APSC-20State-20of-20the-20Service-20Report-202024-E2-80-9325.pages.jsonl`\n\n### Public Service Regulations 2023\n\n**Type**: Regulation\n**Confidence**: medium\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=Public+Service+Regulations+2023\n\n**Sources**:\n- `other-pdfs/APSC-20State-20of-20the-20Service-20Report-202024-E2-80-9325.pages.jsonl`\n\n**Evidence contexts**:\n- comparing the merits of the successful candidate\nand the applicant for review.\nThe functions of the MPC are set out in the Public Service Act 1999, and the core function is to\nconduct independent reviews of workplace decisions and actions.\nThe changes to the Public Service Regulations 2023 give the MPC ‘own motion’ powers to review\nagency hiring practices. The own motion review power means the MPC can decide to conduct a\nreview into a selection exercise without the need for a complaint or an application for review.\nThe MPC is a steward of the A\n Source: `other-pdfs/APSC-20State-20of-20the-20Service-20Report-202024-E2-80-9325.pages.jsonl`\n\n### Under the Public Service Act 1999\n\n**Type**: Act\n**Confidence**: medium\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=Under+the+Public+Service+Act+1999\n\n**Sources**:\n- `other-pdfs/APSC-20State-20of-20the-20Service-20Report-202024-E2-80-9325.pages.jsonl`\n\n**Evidence contexts**:\n- ............................334\nState of the Service Report 2024–25 I Page 10\n\n[page 11]\nA message from the APS Commissioner\nWelcome to the State of the Service Report 2024–25, a collaboration between the Australian Public\nService Commission and APS agencies.\nUnder the Public Service Act 1999, this report to Parliament is a key mechanism for transparency\nabout the Australian Public Service – its workforce and workplaces, integrity and capability. It shows\nwhere the APS is now, in the context of where we have been and where we are going.\nIn additio\n Source: `other-pdfs/APSC-20State-20of-20the-20Service-20Report-202024-E2-80-9325.pages.jsonl`\n\n### Government. Governance, Performance and Accountability Act 2013\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 2\n**Register search**: https://www.legislation.gov.au/search?query=Government.+Governance%2C+Performance+and+Accountability+Act+2013\n\n**Sources**:\n- `strategies/APS_Workforce_strategy.pages.jsonl`\n- `strategies/APS_Workforce_strategy_2025.pages.jsonl`\n\n**Evidence contexts**:\n- gencies\nwork collaboratively within the APS and with external\nshould consider how this Strategy can integrate with\norganisations and communities to achieve the best\ntheir Corporate Plans, in accordance with the Public\nresults for the Australian public and the Government.\nGovernance, Performance and Accountability Act\n2013 (PGPA Act).131\nOur actions align with and\ncomplement existing strategies\nAPS Values and Code of Conduct\nInitial initiatives within this Strategy are based on our\nThe Public Service Act 1999 (PS Act) requires APS\ncurrent understanding of our business strategie\n Source: `strategies/APS_Workforce_strategy.pages.jsonl`\n- gencies\nwork collaboratively within the APS and with external\nshould consider how this Strategy can integrate with\norganisations and communities to achieve the best\ntheir Corporate Plans, in accordance with the Public\nresults for the Australian public and the Government.\nGovernance, Performance and Accountability Act\n2013 (PGPA Act).131\nOur actions align with and\ncomplement existing strategies\nAPS Values and Code of Conduct\nInitial initiatives within this Strategy are based on our\nThe Public Service Act 1999 (PS Act) requires APS\ncurrent understanding of our business strategie\n Source: `strategies/APS_Workforce_strategy_2025.pages.jsonl`\n\n### Inspector- General of Taxation Act 2003\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=Inspector-+General+of+Taxation+Act+2003\n\n**Sources**:\n- `other-pdfs/APSC-20State-20of-20the-20Service-20Report-202024-E2-80-9325.pages.jsonl`\n\n**Evidence contexts**:\n- the performance of their functions. This reinforces the responsibility of APS\nemployees to act in good faith when engaging with the Ombudsman’s office. Failure to do so may\nbe a breach of the APS Code of Conduct and could attract sanctions. The Act amends the Inspector-\nGeneral of Taxation Act 2003 to apply these measures in respect of the Inspector-General of Taxation\nand Taxation Ombudsman.\nAgency heads are responsible for ensuring their agencies proactively assist the Ombudsman and\nprovide full, free and direct access to relevant records in the cours\n Source: `other-pdfs/APSC-20State-20of-20the-20Service-20Report-202024-E2-80-9325.pages.jsonl`\n\n### Parliament (Staff) Act 1984\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=Parliament+%28Staff%29+Act+1984\n\n**Sources**:\n- `other-pdfs/APSC-20State-20of-20the-20Service-20Report-202024-E2-80-9325.pages.jsonl`\n\n**Evidence contexts**:\n- ic Service Commissioner’s Directions 2022 were amended in February 2025 to\nprovide that the Impartial and Committed to Service Values do not apply where an Australian Public\nService employee is on leave without pay and engaged under the Members of Parliament (Staff) Act\n1984 to perform work for a parliamentarian.\nThe change recognises that the expectation to uphold these values may be seen as incompatible\nwith the role and duties of an adviser to a parliamentarian. All other APS Values must still be\nupheld, consistent with integr\n Source: `other-pdfs/APSC-20State-20of-20the-20Service-20Report-202024-E2-80-9325.pages.jsonl`\n\n### Work Health and Safety Act 2011\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=Work+Health+and+Safety+Act+2011\n\n**Sources**:\n- `other-pdfs/APSC-20State-20of-20the-20Service-20Report-202024-E2-80-9325.pages.jsonl`\n\n**Evidence contexts**:\n- able\nresults in 2024.\nState of the Service Report 2024–25 I Page 249\n\n[page 250]\nPerceptions of wellbeing policies and support\nWellbeing of employees has long been a focus of the Australian Public Service. As employers, APS\nagencies have obligations under the Work Health and Safety Act 2011. Beyond these obligations,\nstrong employee wellbeing drives engagement, collaboration and the high performance of individuals,\nteams and organisations.\nThe APS Employee Census Wellbeing Policies and Support Index measures both the practical and\ncultural eleme\n Source: `other-pdfs/APSC-20State-20of-20the-20Service-20Report-202024-E2-80-9325.pages.jsonl`\n\n## Files Scanned\n\n- `pages/about.html` (page)\n- `pages/contact.html` (page)\n- `pages/homepage.html` (page)\n- `pages/leadership.html` (page)\n- `pages/news-latest.html` (page)\n- `pages/publications-index.html` (page)\n- `pages/reforms-index.html` (page)\n- `pages/reforms-index__06.html` (page)\n- `pages/reforms-index__07.html` (page)\n- `pages/reforms-index__08.html` (page)\n- `pages/reforms-index__09.html` (page)\n- `pages/reforms-index__10.html` (page)\n- `pages/reforms-index__11.html` (page)\n- `pages/reforms-index__12.html` (page)\n- `pages/reforms-index__13.html` (page)\n- `pages/strategies-index.html` (page)\n- `pages/strategies-index__00.html` (page)\n- `pages/strategies-index__01.html` (page)\n- `pages/strategies-index__02.html` (page)\n- `pages/strategies-index__03.html` (page)\n- `pages/strategies-index__04.html` (page)\n- `pages/strategies-index__05.html` (page)\n- `other-pdfs/Appendix-201-20-E2-80-93-20Workforce-20Planning-20Guiding-20Questions.pages.jsonl` (pdf_pages)\n- `other-pdfs/APS-20Centre-20of-20Excellence-20--20Workforce-20Planning-20Guide-20--20Accessib.pages.jsonl` (pdf_pages)\n- `other-pdfs/APSC-20State-20of-20the-20Service-20Report-202024-E2-80-9325.pages.jsonl` (pdf_pages)\n- `strategies/APS_Workforce_strategy.pages.jsonl` (pdf_pages)\n- `strategies/APS_Workforce_strategy_2025.pages.jsonl` (pdf_pages)", "global_initiatives_md": "# Global Ideas Input - Australian Public Service Commission\n\nUse the source text files in this folder to produce implementable ideas for Australia.\n\nFor each idea, separate:\n- large structural reforms\n- small/cheap operational changes\n- overseas case-study evidence\n- university/research support\n- consulting/association trend support\n- implementation steps in the Australian context\n- risks, prerequisites, and likely owner\n\n## Sources\n\n- [association] World Bank Governance Global Practice - https://www.worldbank.org/en/topic/governance - `source-text/association-worldbank.org-governance.txt`\n- [consulting] Deloitte Government and Public Services - https://www.deloitte.com/global/en/Industries/government-public.html - `source-text/consulting-deloitte.com-government-public.txt`\n- [university] Harvard Kennedy School Ash Center - https://ash.harvard.edu/ - `source-text/university-ash.harvard.edu-Harvard-Kennedy-School-Ash-Center.txt`", "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", "Over-automation of judgement" ] } ], "legislation_administered": [], "artifacts": [ { "category": "strategies", "year": "2021", "url": "http://www.apsc.gov.au/sites/default/files/2021-03/APS_Workforce_strategy_2025.pdf", "file": "strategies/APS_Workforce_strategy_2025.pdf", "bytes": 3045243, "link_text": "APS Workforce strategy 2025, accessible version" }, { "category": "strategies", "year": "2021", "url": 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