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| Four Pillars | |||||||
|---|---|---|---|---|---|---|---|
| The APS embodies integrity in everything it does | The APS puts people and business at the centre of policy and services | The APS is a model employer | The APS has the capability to do its job well | ||||
| Eight Outcomes | |||||||
| (1) Public service employees act with and champion integrity | (2) Public service employees are stewards of the public service | (3) The APS delivers human and user-centred policy and service excellence | (4) The APS has effective relationships and partnerships with First Nations peoples | (5) The APS' employee value proposition is attractive | (6) The APS sets the standard for equity, inclusion and diversity | (7) The APS sets the standard for First Nations employment and cultural competency | (8) The APS continuously improves its capabilities |
| Performance indicators | |||||||
| The APS has improvements towards a strengthened pro-integrity culture | Stewardship is defined and promoted and easily accessible for all APS employees | Increase in quality of partnership, engagement and relationship management | Increased partnership with First Nations communities and organisations | The APS’s employee value proposition attracts and retains the right talent | The APS has a continued decrease in the gender pay gap | First Nations representation and inclusion is increased in the APS | The APS is effectively addressing current and emerging capability needs |
| Decrease in unacceptable behaviours in the APS | APS work practices embody and underpin stewardship | The Public Service has increased transparency in how public engagement informs decision-making for policy and services | Increase in employees deriving satisfaction from non-monetary conditions | A decreased percentage of employees reporting they have experienced workplace discrimination | The APS is more culturally capable and is a culturally safe workplace for First Nations employees | Reduced reports of skill and capability deficits in agencies | |
| The APS workforce reflects the diversity of the Australian community | |||||||
| Legend: Nature of performance indicator |
| External measure with public reporting of metrics |
| Italicised indicates sub metrics require development |
Outcome 1
| Outcome | Performance Measure | Metric | Data Source/s | 2023 Baseline |
|---|---|---|---|---|
| 1 Public sector employees act with and champion integrity | The APS has strengthened a pro-integrity culture | Increased score to “My agency encourages people to act with integrity" | APS Employee Census | New Census question, baseline will be established in 2024 |
| Increased score to "I am supported to provide expert, frank and fearless advice” | ||||
| Decrease in unacceptable behaviours in the APS | Number of Code of Conduct investigations | APS Agency Survey | 1,122 | |
| Number of Code of Conduct breaches | 996 | |||
| Decreased score of “During the last 12 months, have you been subjected to harassment or bullying in your current workplace?” | APS Employee Census | 10% |
Outcome 2
| Outcome | Performance Measure | Metric | Data Source/s | 2023 Baseline |
|---|---|---|---|---|
| 2 Public service employees are stewards of the public service | Stewardship is defined and promoted and easily accessible for all APS employees | Definition of stewardship | Legislative changes & APSC | Baseline unavailable for 2023 |
| The APSC actively promotes Stewardship to the whole of the APS through communications and engagement activity | APSC reporting | Baseline unavailable for 2023 | ||
| APS work practices embody and underpin stewardship | Increased score to "My workgroup embodies the APS value of stewardship" | APS Employee Census | New survey question, baseline will be established in 2024 |
Outcome 3
| Outcome | Performance Measure | Metric | Data Source/s | 2023 Baseline |
|---|---|---|---|---|
| 3 The APS delivers human and user centred policy and service excellence | Increase in quality of partnership, engagement and relationship management | Increase in satisfaction with Australian government services from stakeholders | Trust and Transparency Survey | 72% |
| Increased score to “The people in my workgroup put end-users at the centre of our work” | APS Employee Census | New survey question, baseline will be established in 2024 | ||
| Increase in satisfaction of relationship of external partners | Source to be developed with agencies with partnerships in place (case studies) | Baseline unavailable for 2023 | ||
| The Public Service has increased transparency in how public engagement informs decision-making for policy and services | Increase the number of engagement outcomes published | APS Agency Survey | Baseline unavailable for 2023 | |
| Increase of projects that undertake public engagement to ensure relevant end-users inform decisions | Baseline unavailable for 2023 | |||
| Increase in coordination and collaboration across agencies | APS Agency Survey | Baseline unavailable for 2023 |
Outcome 4
| Outcome | Performance Measure | Metric | Data Source/s | 2023 Baseline |
|---|---|---|---|---|
| 4 The APS has effective relationships and partnerships with First Nations peoples | Increased partnership with First Nations communities and organisations | Improvement of partnership stocktakes, including strengthening of existing partnerships (cl. 32 and 33 of National Agreement) | Commonwealth Closing the Gap Annual Report | 38 |
| Increase in proportion of public engagement projects designed and delivered in partnership with First Nations people | Source be developed through Monitoring and Accountability Framework | Baseline unavailable for 2023 |
Outcome 5
| Outcome | Performance Measure | Metric | Data Source/s | 2023 Baseline |
|---|---|---|---|---|
| 5 The APS’s employee value proposition is attractive | The APS’s employee value proposition attracts and retains the right talent | Decrease in resignation rate of ongoing staff in APS | The Australian Public Service Employment Database (APSED) | 4.9% |
| Increase in retention rate within 3 years of employment in the APS | 81.4% | |||
| Improve or maintain ranking in Australia’s top graduate employer | Australian Financial Review Top 100 Graduate Employers | Australian Government Graduate Program ranked 25th | ||
Increase in employees deriving satisfaction from non-monetary conditions | Increased score in employees reporting satisfaction with current job | APS Employee Census | 73% | |
| Increased score in employees reporting satisfaction with non-monetary employment conditions | 74% | |||
| Decreased score in employees reporting wanting to leave their current position in pursuing work outside the APS | 11% | |||
| Increased score in employees reporting satisfaction with wellbeing policies and support | 64% |
Outcome 6
| Outcome | Performance Measure | Metric | Data Source/s | 2023 Baseline |
|---|---|---|---|---|
| 6 The APS sets the standard for equity, inclusion and diversity | The APS has a continued decrease in the gender pay gap | Maintained performance/trend in the report of the APS gender pay gap | APS Remuneration Survey | 5.2% |
Decrease in the disproportionate representation of males and females across classifications, particularly at the APS 3 to APS 5 levels | APS3 - 62% (F) / 38% (M) APS4 - 68% / 32% APS5 - 63% / 37% | |||
| A decreased percentage of employees reporting they have experienced workplace discrimination | Decreased score in employees reporting they have experienced discrimination on the basis of background or personal characteristics | APS Employee Census | 10% | |
| Increased score in employees reporting they feel their supervisor ensures that everyone can be included in workplace activities | 83% | |||
| Increased score in employees who feel their agency supports and actively promotes an inclusive workplace culture | 80% | |||
| The APS workforce reflects the diversity of the Australian community | Increase in proportion of First Nations employees | APSED | 3.5% | |
| Increase in proportion of First Nations people in SES roles | 1.8% | |||
| Increase in proportion of SES with first language not exclusively English | 11% | |||
| Increased proportion of employees with disabilities | 5.1% | |||
| Maintain proportion of women SES | 53.4% |
Outcome 7
| Outcome | Performance Measure | Metric | Data Source/s | 2023 Baseline |
|---|---|---|---|---|
| 7 The APS sets the standard for First Nations employment and cultural competency | First Nations representation and inclusion is increased in the APS | Increase in proportion of First Nations people in SES roles | APSED | 1.8% |
| Increase in proportion of First Nations people in EL1 and EL2 roles | 1.8% | |||
| Increase in First Nations employees as a percentage of the APS Workforce to 5% | 3.5% | |||
| Decrease in resignation rate of ongoing First Nations staff in the APS | 6.9% | |||
| Increase in retention rate of First Nations staff within the first 3 years of employment in the APS | 78% | |||
| The APS is more culturally capable and is a culturally safe workplace for First Nations employees | Increase in number of completions of Cultural Awareness training | APS Academy | 1,282 | |
| Decrease in overall score of bullying and harassment | APS Employee Census | 17% | ||
| Decrease in overall score of discrimination | 23% | |||
| Increase of First Nations staff who report they were consulted during internal / corporate policy processes | APS Agency Survey | Baseline unavailable in 2023 | ||
| Increase in First Nations staff who report workplace practices and policies are culturally safe and appropriate |
Outcome 8
| Outcome | Performance Measure | Metric | Data Source/s | 2023 Baseline |
|---|---|---|---|---|
| 8 The APS continuously improves its capabilities | The APS is effectively addressing current and emerging capability needs | Increased retention rate for ICT and Digital Solutions job family | APSED | 93.8% |
| Increased retention rate for Data and Research job family | 94.1% | |||
| Increased retention rate for graduates | 91.3% | |||
| Increased retention rate for trainees | 84.9% | |||
| Increase in number of members of Procurement / Contract Management professions | Source be developed collaboratively with Finance | Baseline unavailable in 2023 | ||
| Increase in number of members of Complex Project Management professions | Source be developed collaboratively with Defence | Baseline unavailable in 2023 | ||
| Reduced reports of skill and capability deficits in agencies | Decrease in employees reporting there are skills or capability gaps in their immediate workgroup | APS Employee Census | 46% | |
| Increase in employees reporting their work group has appropriate skills, capabilities and knowledge to perform well | 78% |