Corporate plan 2009–10
Our directions
The Australian Public
Service Commission works to support a high-performing Australian Public Service
(APS).
A high-performing APS must
be able to meet the changing needs of Government and society in order to be relevant
and fit for purpose. Responding to an external environment characterised
by rapid change has become the day-to-day business of the APS, a key challenge
for the public service is to be ready for the future. Through research and
scenario planning the APS needs to be prepared for and well positioned to
influence change.
Against this background,
our strategic priorities for 2009–10 are:
Supporting the APS to be ready for the future
The Commission will support
the APS to be future-ready using research and evaluation to assist in the
transformation of the APS. The Commission will identify key priorities for
public sector reform and innovation to help agencies adapt and deliver on the
priorities set for them by Government.
Embedding the Government’s ethics and integrity agenda
The Commission will support
the Government’s objectives of accountability, transparency, ethics and
integrity for the APS through implementation of the Ethics Advisory Service;
active promotion of the APS Values and Code of Conduct; policy advice on and
promotion of systems and approaches to deliver the Government’s objectives; and
placing a greater emphasis on ethical decicion-making.
Strengthening our engagement with clients and ensuring
delivery around their needs
The Commission will build
alliances with key clients and connect to stakeholders to deliver seamless,
joined-up services. The Commission will take a proactive approach to networking
and understanding client needs so our services can be highly effective.
Driving agency performance and capability
The Commission will use
learning and development services, consultancy services and review work to
improve agency performance, as well as providing advice through the State of
the Service reports.
Leading by example
The Commission will develop
leading edge programmes and products and model best
practice. We will implement our own best practice recommendations and use our
experience to reinforce the credibility and practicality of our messages to
agencies.
Lynelle Briggs
June 2009
Our outcome
Increased
awareness and adoption of best practice public administration by the public
service through leadership, promotion, advice and professional development,
drawing on research and evaluation.
Our mission
To support
a high performing Australian Public Service.
Our strategic priorities
- supporting the APS to be ready for the future
- embedding the Government’s ethics and integrity
agenda
- strengthening our engagement with clients and
ensuring delivery around their needs
- driving agency performance and capability
- leading by example.
These strategic priorities
will be reflected in specific objectives and deliverables under the
Commission’s two sub-program structure and group business planning. All involve
a whole-of-Commission approach.
Development programmes and
employment services
Build the capability of the
APS by delivering leadership, learning and development products and programmes that meet the current and emerging needs of
agencies. Support
Priorities for 2009–10 are:
- design and deliver leading edge programmes
and events to support leadership development for the SES and its feeder
group and reinforce the concept of an SES leadership cadre
- develop new thinking and innovative approaches to
learning, professional development and qualification pathways through enhanced
use of research, evaluation, links with academia and best practice
- become a centre of excellence in ideas and practice
for public sector leadership development, by extending our capacity and
depth of expertise through strategic alliances and developing a pool of
associates
- support the work of the Ethics Advisory Service by
building on current programmes and develop
products that support the Government’s ethics agenda
- research and develop approaches to best practice
human resource management
- implement whole-of-government recruitment programmes for Indigenous Australians and support
development of Indigenous employees through the design and delivery of
tailored and structured programmes
- design and deliver employment and strategic human resource related services
nationally, to assist agencies in managing their workforce needs in a
collaborative and contemporary way.
APS policy, review and evaluation
Use research and evaluation
to inform understanding of the state of the APS, the challenges it faces and
the reforms required for a stronger performing public service. Support agencies
to adapt to a changing environment through advice to Government and agency
heads on workforce policy, ethics and better practice under the Public Service Act 1999 and by assisting
APS employees to deal with ethical issues. Draw on reviews and inquiries
conducted on behalf of the Public Service Commissioner and the Merit Protection
Commissioner to strengthen public sector people management practices.
Priorities for 2009–10 are:
- undertake research and evaluation to support debate
on contemporary government challenges, public sector reform, and
improvements to public service leadership
- develop a whole-of-government APS workforce strategy
which will support the APS into the future as well as during an economic
downturn
- establish a whole-of-government APS career pathway
and a whole- of-government strategic ICT workforce plan by March 2010, and
provide support for the ICT workforce through leadership events, awards
and monitoring use of contractors
- support the Government’s wider accountability and
integrity agenda for the public sector, including effective implementation
of the Ethics Advisory Service and enhancing the focus on the review and
inquiry functions of the Public Service Commissioner and the Merit
Protection Commissioner
- progress a review of the Public Service Act 1999 and subordinate legislation
ready for implementation by mid-2010
- prepare the State of the Service Report and the Statistical
Bulletin for delivery in November 2009, and ensure our APS data
collections are relevant.
Enabling strategies
Priorities for 2009–10 are:
- develop and implement workforce planning strategies
that position the Commission to be agile and responsive
- build our leadership capability, including by
broadening individual roles and active talent management
- build an integrated client and communications unit
to develop strong client engagement strategies, systems and feedback loops
- work actively with agencies, including building communities of interest,
to influence and provide services that meet their business and operational
needs.
Implementation and accountability
Group business plans and
budgets provide the mechanism for implementing commitments in our corporate
plan, translating strategy into action. Group business plans also provide the
basis for regular monitoring of performance by the Executive and the Commission
Management Committee.
The Commission will report
to Parliament on its performance through the 2009–10 annual report.