print this page

related pages

on our site

news

© Copyright Commonwealth of Australia - Australian Public Service Commission

Home page
> Annual reports
> Annual Report 2005-06 > Part Two > Better practice and evaluation > Next: Year highlight
‹ Previous page

Last updated: 18 October 2006

Output 3 Better practice and evaluation

Output 3 is drawn from the Commissioner’s statutory role, listed in sections 41 and 44 of the Act, in particular, her responsibilities to:

• report annually on the state of the APS
• evaluate the extent to which agencies incorporate and uphold the APS Values
• evaluate the adequacy of systems and procedures in agencies for ensuring compliance with the Code of Conduct
• develop, promote, review and evaluate APS employment policies and practices
• facilitate continuous improvement in people management throughout the APS.

Achievements

The achievements under Output 3 during 2005–06 focused on increasing Aboriginal and Torres Strait Islander employment in the APS, providing high quality better practice guidance to improve the effectiveness of APS agencies, and enhancing APS workforce statistical services that allow us to assess APS capability and assist agencies with workforce planning. In particular, these included:

• developing and implementing the APS Employment and Capability Strategy for Aboriginal and Torres Strait Islanders
• publication of better practice guides on workforce planning, performance management and absence management
• launching the Connected Government website
• publishing the State of the Service series of reports
• conducting an evaluation of Aboriginal and Torres Strait Islander employment in the APS
• conducting a census survey of Aboriginal and Torres Strait Islander employees in the APS, and publishing a report based on its findings which identified key challenges for improving Aboriginal and Torres Strait Islander employment in the APS
• publishing the Supporting Ministers, Upholding the Values good practice guide, to assist APS employees in managing relationships with Ministers’ offices and agency heads in developing agency-specific protocols and advice
• maintaining the APS Employment Database (APSED), including improving the regularity and integrity of agency data given to APSED through a data verification module and other strategies, and conducting data analysis
• enhancing the APSED Internet Interface (APSEDII)—an internet accessible data reporting tool for APS employment.

Slippages

The 2005 MAC report, Managing and Sustaining the APS Workforce, committed the Commission to developing an APS-wide recruitment process for accounting graduates. However, this was not achieved in 2005–06. It was decided by the Commission, in consultation with agencies, that the focus of such a process required further consideration, and therefore timing did not allow for a graduate recruitment campaign to be conducted. The needs of agencies to recruit accountants are being met through providing advice on streamlining recruitment processes for employing experienced accountants. Further research on attraction and retention issues for accountants in the APS will be undertaken prior to the commencement of a recruitment campaign.

Due to staffing movements and competing priorities, delays have been experienced in finalising a good practice guide which will draw on the findings of an evaluation of agency management of suspected breaches of the Code of Conduct. The guide is now scheduled for release in the first half of 2006–07.

The Commission has also experienced delays in completing an evaluation of agencies’ written remuneration policies. The key findings of this evaluation will be reported in the State of the Service Report 2005–06.

Aboriginal and Torres Strait Islander employment

The employment of Aboriginal and Torres Strait Islander people by the APS contributes to better policy development and service delivery. It strengthens the APS skills base, allowing agencies to draw on the perspectives and abilities of a more diverse workforce that reflects the needs and views of the whole Australian community. It contributes to increased social equity by improving Aboriginal and Torres Strait Islander peoples’ workplace skills, income levels and future employment opportunities, and supports whole of government by building public sector capability to do Indigenous business.

However, Aboriginal and Torres Strait Islander employees in the APS have poor promotion and retention outcomes. These employees are also more likely to leave the APS than other employees.

The APS Employment and Capability Strategy for Aboriginal and Torres Strait Islander Employees  was announced by the Government in August 2005, with funding of $6.4 million over three years. This strategy will increase employment opportunities for Aboriginal and Torres Strait Islanders in the APS.

The Strategy involves five core elements:

1. Supporting whole of government work on Indigenous policies and programmes
2. Pathways to APS employment
3. Supporting Aboriginal and Torres Strait Islander employees in the APS
4. Helping agencies to be good employers of Aboriginal and Torres Strait Islander employees
5. Partnerships.

Supporting whole of government

The new arrangements for the administration of Indigenous affairs have included the implementation of 30 Indigenous Coordination Centres (ICCs) around Australia, and have required new approaches to the development and delivery of services across agencies. The Commission liaised with the Office of Indigenous Policy Coordination (OIPC) to develop training programmes to support employees working in a whole of government context, and assisted in the delivery of these programmes to all 30 ICCs. This training included working collaboratively, the APS Values, and negotiation and cultural awareness skills.

Pathways to APS employment

The Hon. Kevin Andrews, MP, Minister for Employment and Workplace Relations and Minister Assisting the Prime Minister for the Public Service, and Lynelle Briggs, Australian Public Service Commissioner, at the launch of the new Indigenous employment publications, May 2006

Aboriginal and Torres Strait Islanders are competing for employment in an APS that increasingly demands graduate qualifications and has higher-level work. Alternative pathways help Aboriginal and Torres Strait Islander job seekers to be aware of employment opportunities in the APS and develop APS-specific skills that assist them to compete effectively in the APS market.

• During the year an inaugural APS-wide Indigenous graduate recruitment initiative was coordinated. As a result, 25 graduates were recruited to 19 agencies in jobs located around Australia.
• On behalf of DEWR, the Commission conducted the bulk recruitment of Indigenous cadets as part of the National Indigenous Cadetship Project. Thirty-two cadets were recruited across Australia to 12 different agencies.
• An inaugural school-to-work programme was implemented in Queensland during the year. Five sponsorships have been finalised for Year 10 students for 2006, and will continue for years 11 and 12.

These activities have enhanced the profile of the APS as an employer of choice for Indigenous Australians.

The Commission has also released publications to attract Indigenous people to apply for jobs in the APS. These publications have been well received.

• Getting a Job provides specific information to assist Indigenous people in understanding APS recruitment processes and applying for jobs.
• The profiles of 19 Indigenous APS employees in Not Just a Job promote the APS as an employer of choice. It also reflects the range of opportunities and support available in APS careers. The publications have been widely distributed among Job Network agencies, universities and other educational institutions.

Supporting employees

Aboriginal and Torres Strait Islanders tend to stay in employment where they are able to support each other. The Indigenous Australian Public Service Employees Network (IAPSEN) provides opportunities for Aboriginal and Torres Strait Islander employees to support each other, share information, and promote cultural awareness and respect amongst the broader APS.Twenty network meetings were held during 2005–06 with attendance levels ranging from six to 30 at each meeting. In June 2006 an IAPSEN Chairs’ Forum was held in Canberra and attended by six IAPSEN chairs from around Australia.

A particularly successful IAPSEN event was Making Our Mark, which was organised by the Victorian office in conjunction with the Victorian APS Indigenous Network Steering Committee. Pat Turner, the then Aboriginal and Torres Strait Islander Employment Coordinator, was the keynote speaker. Participants in the event created a Making Our Mark banner by doing some ‘finger painting’. Daniel King, an Indigenous artist and filmmaker, provided artistic direction to the ‘artists’.

The Commission has also supported Aboriginal and Torres Strait Islander employees in the APS through career development activities. These activities increase the confidence and skills of Aboriginal and Torres Strait Islander employees in seeking further employment opportunities in the APS.

Twenty-seven Career Trek workshops for APS 1–4 and APS 5–6 Indigenous employees were delivered by the Commission, in 14 locations across Australia. One more workshop will be run in July 2006. Locations included capital cities and regional and remote localities. These workshops aim to:

• increase participant awareness of career possibilities
• provide an opportunity to reflect on their personal development
• identify strategies to achieve their professional aspirations.

Feedback has been very positive.

I found the programme to be extremely worthwhile and rewarding. I left feeling energised and very motivated in what I wanted to do with both my personal and work life. It gave me a sense of self worth and made me realise I can do ANYTHING!!

In June 2006 the Commission developed the framework for an APS Indigenous Mobility Scholarship. The Scholarship aims to:

• Increase mobility opportunities for Indigenous APS employees at the APS 4 to APS 6 levels by providing a scholarship grant of $15,000 to participants’ home agencies to support high performing Indigenous employees to gain secondments with other APS agencies.
• Enhance the career development and potential of Indigenous employees through the opportunity to develop new skills, experience new work environments and expand their networks across the APS.
• Grow participants’ capability to work in a whole of government context by broadening their experience in, and knowledge of, the role and working of other APS departments and agencies.

Scholarships will be awarded in the second half of 2006 based on the merit of individual applications. Participants will be supported through a mentoring scheme coordinated by the Commission.

In 2005–06 the Commission established the APS Indigenous Capability Fund to support Indigenous employees in developing relevant skills and build successful careers in the APS. In 2007–08 and 2008–09 small and medium-sized APS agencies will receive allocations from this fund. Guidelines for these allocations have been developed and eligible agencies advised.

Supporting employers

The Making Our Mark banner created at a Victorian IAPSEN event

Attracting and retaining Indigenous employees requires that agencies embed appropriate policies and practices. Indigenous employment strategies that are aligned with broader strategic workforce planning assist in achieving this. The number of agencies with formal Indigenous employment strategies rose from 13 in 2003–04 to 19 in 2004–05. The extent to which these strategies are aligned with broader workforce planning is unclear. An evaluation of six agencies’ Indigenous employment strategies commenced in 2005, with the results to be reported in the State of the Service Report 2005–06.

The Commission provided opportunities for employers to share information on strategies to increase employment of Aboriginal and Torres Strait Islanders through the Indigenous Employers Human Resources Forum. Three meetings were conducted, at which there were between 30 and 40 attendees.

Partnerships

Employment outcomes for Aboriginal and Torres Strait Islanders will be improved through collaborative and innovative employment solutions. Strategic partnerships are the means by which we are developing these solutions. Such partnerships may be between APS and other Commonwealth agencies, State and Territory governments, Job Network members, Indigenous Employment Centres, and other nongovernment organisations. These partnerships assist in identifying barriers to APS employment and are leading to the development of practical approaches to improve access.

Research report on Indigenous employment in the APS

In 2004–05, the Commission reported that it was undertaking a research study into the state of Indigenous employment in the APS. This work was redirected to include the broader evaluation of agency approaches to the employment of Aboriginal and Torres Strait Islander people. The development of this survey was a collaborative effort between the Commission’s Evaluation and Better Practice Groups.

As part of this evaluation a census survey of Aboriginal and Torres Strait Islander APS employees was conducted—the first of this scale and significance undertaken by the Commission. It provides valuable insights into the nature of employment and the issues affecting this group (refer to Undertake research and analysis for more details).

The Commission has also started an evaluation of the use and effectiveness of identified criteria and special measures for the employment of Aboriginals and Torres Strait Islanders in the APS. It is anticipated that the results of the evaluation will be used to clarify the constraints (if any) on the use and appropriateness of identified criteria and special measures. They will also be used to assess whether implementing these strategies has led to measurable improvements in employment outcomes for Aboriginal and Torres Strait Islander employees. The first stage of this evaluation is due to be completed in 2006–07.

Promote better practice

Providing agencies with advice on better practices improves the management of people across the APS and leads to better recruitment and attraction rates. It also allows agencies to focus on targeting this advice to suit their needs. In 2005–06 the Commission undertook a number of activities to promote better practice around people management and organisational capability. Key areas that were focused on included:

• attracting the right people to meet the needs of an organisation
• establishing an engaged and high performing workforce which are able to deliver business outcomes
• counteracting poor organisational practices which manifest as poor performance, underperformance and absenteeism
• going beyond system design and process issues, to identify action orientated approaches and building workplace cultures.

APS agencies were consulted to ensure the advice promoted practical strategies which can lead to improved outcomes. Such consultation is part of our standard operating procedures.

Attracting and retaining skilled employees

A challenge facing the APS is the ability to attract and retain people with appropriate skills. In 2005, MAC published the Managing and Sustaining the APS Workforce report, which proposed a range of strategies to attract and retain skilled staff (refer to page Management Advisory Committee for more details).

The Commission was involved in the establishment of communities of practice and developing initiatives to recruit accountants to the APS.

Communities of practice

Establishing communities of practice will support professionals with specialist skills in developing their skills. Communities are currently being developed for accountants, IT professionals and statisticians. These communities will develop websites, organise networks and develop relationships with professional organisations. The Commission has supported these communities by coordinating the Steering Group. This group has met twice to share ideas, develop common understandings and ensure progress is being made.

Recruitment of accountants

Accountants are in short supply in the APS. Managing and Sustaining the APS Workforce recommended an APS-wide graduate recruitment process to attract more graduate accountants to public service employment. However, it was decided by the Commission, in consultation with agencies, that the focus of such a process required further consideration, and therefore timing did not allow for a graduate recruitment campaign to be conducted. Agency requirements for recruiting accounting staff are being met by providing advice on streamlining recruitment processes for employing experienced accountants. Further research on attraction and retention issues for accountants in the APS will be undertaken prior to the commencement of a recruitment campaign. The Commission has commenced planning for this exercise, including collecting information from agencies on their recruitment needs. Work on this project was delayed to enable resources to be redirected to other initiatives.

Workforce planning

Workforce planning continues to be an important issue for the APS, particularly as its workforce ages. The State of the Service Report 2004–05 identified workforce planning as a critical and significant challenge for the APS. The MAC report on Managing and Sustaining the APS Workforcealso highlighted the need for agencies to be more active in developing workforce plans. In response to this, the Commission developed Building Business Capability Through Workforce Planning. This guide is designed to assist agencies develop a workforce planning approach to suit their specific context.

The Commission continued to support agencies to develop practical approaches to workforce planning, through a summit held on 8 June 2006. This was attended by 69 participants from 40 agencies. The focus on practical tools and techniques to plan for future capability needs was well received by participants as being relevant to their working context.

Performance management

At the launch of the better practice guides, June 2006: Dr Peter Shergold, Secretary of the Department of the Prime Minister and Cabinet, Jane Halton, Secretary of the Department of Health and Ageing, the Hon. Kevin Andrews, MP, Minister for Employment and Workplace Relations and Minister Assisting the Prime Minister for the Public Service, and Lynne Tacy, Deputy Public Service Commissioner

Following ongoing concerns with the implementation and effectiveness of performance management approaches, the Commission produced advice for APS agencies on improving performance management.

Sharpening the Focus: Managing Performance in the APS highlights that performance improvement relies on understanding the workplace culture. This includes understanding what motivates employees to perform better, as well as the supporting practices which uphold performance management in the workplace. These complement formal systems and processes which remain a core component of performance management. The publication also provides advice on a process for managing underperformance.

Workplace absence

In 2003, the ANAO, in its report Absence Management in the Australian Public Service, identified absence management as a problematic issue. In May 2005, a number of questions and concerns around the level of workplace absence (also known as unscheduled absence) in APS agencies were raised at a Senate Estimates hearing. In response, the Commission developed two better practice guides in June 2006 which will help agencies in managing absence rates and motivating affected employees to come to work.

Fostering an Attendance Culture: A Guide for APS Agencies provides advice on causes of workplace absence. It outlines strategies that can be adopted by agencies to improve employee attendance. The guide also provides an APS-wide definition of workplace absence. This will assist the APS and agencies in reporting workplace absence rates in the future.

At the launch of the better practice guides, June 2006: Lynne Tacy, Deputy Public Service Commissioner (third from left) and Clare Page, Group Manager, Better Practice Group (fourth from left), with members of the Better Practice Group

Turned Up and Tuned In: A Line Manager’s Guide to Maximising Staff Attendance is a practical aid for line managers across the APS. It provides advice and guidance on uncovering the causes of absence, preventing discretionary and long- term absences, and strategies for dealing with unscheduled absences on a daily basis.

The Commission complemented the release of the publications with 12 information sessions delivered throughout the year to various APS agencies.

Networks and forums

Part of the Commission’s strategy for promoting better practice and improving people management practices is through networks and forums. The Commission continues to encourage debate in the APS around people management approaches. The Commission also provides opportunities for agencies to share experiences as a way of enhancing their capability.

SES HR Roundtable and HR Directors Forum

The SES HR Roundtable and HR Directors Forum continue to provide an opportunity for APS agencies to discuss current topics affecting the APS. Topics discussed during 2005–06 included Indigenous employment initiatives in APS agencies, absence management, the new Work Choices legislation, workforce planning, strategies to attract quality applicantsin a tight labour market, the review of the Act, and approaches to effective performance management.

Corporate Management Network (COMNET)

The Commission held five COMNET meetings throughout the year, which focused on issues relating to APS-wide initiatives, legislative changes impacting on APS agencies, machinery of government changes, upholding the APS Values, enhancing capability and performance, and workforce management issues.

Diversity Officers Network

In partnership with the Department of Families, Community Services and Indigenous Affairs, the Commission reactivated the Diversity Officers Network. Sharing information and better practice experiences equips agencies to effectively implement policies and procedures. Agencies particularly benefit where there are emerging areas, such as supporting employees with disability. It also assists to identify and develop cross-agency initiatives.

Regional networks

Networks are important in keeping APS and other government employees connected. Facilitating networks is one of the important roles played by regional offices. Throughout the year, APS and State government employees participated in human resource and better practice networks.

In Western Australia, the Human Resources Network is sponsored by DIMA. Attendance levels were high at two workshops which looked at recruitment and selection practices in the APS.

The South Australian Better Practice Network presented a successful forum on the prevention of bullying and harassment in the workplace.

The Victorian and Queensland offices conducted seminars looking at retirement issues. Expert speakers included representatives from the ATO, Centrelink, the Association of Superannuation Funds of Australia, the Australian Securities and Investments Commission and the Queensland Law Society, as well as financial planners.

HR Capability Development Programme

The Commission continued to build the capability of HR practitioners in the APS during 2005–06 through the HR Capability Development Programme. Two Extension programmes carried over from 2004–05, as did one Brisbane programme. One Extension programme, two Foundation programmes and one Melbourne programme were run in 2005–06.

Core capability development

To enhance the effectiveness of the better practice publications, the Commission has developed a workshop which provides human resource functions and line managers with ideas for implementing the advice in their agencies and teams. The first of the workshops was held on 28 June 2006. The workshops will continue to be rolled out through the regions in 2006–07.

Connecting Government

The emphasis on working across the APS continued in 2005–06. The increasing focus on enhancing security and the prominence of issues such as the possibility of an influenza pandemic have raised this level of awareness. The Commission is continuing to work with agencies to increase capability in relation to dealing with these issues.

One way this has been achieved is through the introduction of the Connected Government Series, which is a new programme designed to develop whole of government capability and promote whole of government approaches at the senior leadership levels across the APS. The series provides an opportunity for participants to hear first hand from people who have been involved in effective whole of government initiatives. The informal nature of the series allows participants to share their own ideas, ask questions and learn from respected colleagues.

The series received an overwhelmingly positive response, with places in sessions being filled quickly and raising demand for additional sessions. A total of six sessions were held through the year, including a number of repeat sessions on popular issues.The sessions have tackled issues relating to the effectiveness of interdepartmental committees and meetings, building partnerships across and within departments, and whole of government approaches to law enforcement and national security.

To further support a greater understanding of the concept of ‘whole of government’ and to provide approaches, tools and resources to public servants, the Commission has been involved in the Connected Government website, an initiative proposed by MAC in the Connecting Government: Whole of Government Responses to Australia’s Priority Challenges report of 2004.

The website was developed by a cross-agency working group involving the Commission, the Department of the Prime Minister and Cabinet, Centrelink, the Department of Education, Science and Training, the Department of Transport and Regional Services, and the Department of Finance and Administration (Australian Government Information Management Office). The Special Minister of State, Senator the Hon. Eric Abetz, launched the website in August 2005.

The Connected Government website includes practical tips and examples to assist public service employees to work across multiple agencies and provides users with links to guides, tools, directories and training information. The site is designed as a resource to not only assist public servants, but also provide researchers and the public with a clear view of how the Australian Government is delivering better outcomes through cross-agency approaches. The website includes a range of case studies detailing successful whole of government initiatives which are intended to share experiences and to act as a guide to working collaboratively and collegiately.

Workplace diversity

In 2005, the Hon. Kevin Andrews MP, Minister for Employment and Workplace Relations and Minister Assisting the Prime Minister for the Public Service, established an Employer Roundtable to focus on the employment of people with disability. At the invitation of the Minister, the Commission provided a whole of APS perspective at this roundtable. Participants in the forum were keen for the APS to take a lead role in increasing employment opportunities for people with disability, and this was a critical factor in the Commission’s decision to develop a strategy for the APS to increase the employment and support of people with disability.

In the second half of 2005, MAC commissioned a report into the recruitment and retention of people with disability. To support the MAC review, the Commission provided accommodation and secretariat support, which included participating in consultation with stakeholders, assisting with research and analysis, and facilitating communication between MAC and key stakeholders. The report was released in August 2006.

The Commission also provided input to a National Inquiry into Employment and Disability conducted by the Human Rights and Equal Opportunity Commission. The final report was released in February 2006.

In the regions, the Commission’s Queensland office held a seminar on Training Employees with Disability. This programme drew a large audience to hear a number of professional experts give advice from their experience in this field.

Celebrating International Women’s Day

Jan Power delivering a speech to the International Women’s Day event in Brisbane.

A tradition in the regional offices’ calendar—the celebrating of International Women’s Day—was once again a highlight in 2005–06.

• Ms Moira Kelly AO, Executive Director of the Children First Foundation, was the centre piece of a lunchtime seminar organised by the Melbourne office.
• In Queensland, experienced businesswoman, author, broadcaster, and Brisbane identity Jan Power, provided a powerful address.
• Two speakers shared the stage in Western Australia. Dr. Samina Yasmeen, Director, Centre for Muslim States and Societies at the University of Western Australia, gave an insight into the lives of Muslim women, and Patti Chong, General Counsel to the Western Australian Corruption and Crime Commission, explored her winding road to the top of her profession.

Statistical/information services

One way the Commission works towards the sustainability of the APS is through the collection and analysis of workforce statistics.This assists to identify significant workforce challenges for the APS and to assist agencies in workforce planning, and benchmarking agencies against the whole of the APS or other APS agencies.

Maintain APS Employment Database and undertake related research

The Commission maintains the APS Employment Database (APSED), which is the central database on APS employment and a major source of information on APS workforce trends. It is also an important tool for ensuring cross-service accountability, particularly for the State of the Service report. APSED is used as the sampling frame for the State of the Service employee and other surveys. It is an important resource for research, including the research that is conducted by MAC.

Agencies’ provision of data continues to improve, with almost all agencies now providing data regularly and through automated processes. We collaborate closely with agencies and the vendors of HR systems to ensure APSED requirements are incorporated into updates to their systems. In addition, we work closely with agencies to ensure integrity of the data they send. It is important that agencies allocate sufficient resources to ensure that data meets APSED specifications. This reduces the need for agencies to assign further resources to answer queries.

To assist agencies in maintaining the quality of data they send to APSED, the Commission has introduced a data validation module. Agencies use this module to check that their data matches the required specifications before sending it to APSED. This tool aims to reduce the error rate.

Some agencies have still not implemented the revised APSED data specifications which came into effect on 30 June 2005. At the end of January 2006, a third of agencies were still sending data based on the old specifications. This presents problems with data consistency.

The Commission is currently undertaking a project that will allow email contact with employees directly to obtain data such as diversity details, educational qualifications, and previous workforce status. This data will be loaded directly into APSED, and provided to agencies to enable them to update their records. This is seen as an important contribution to improving the quality of employee-provided data—variables that many agencies seem to have difficulties in providing. This project will be completed during 2006–07.

APSED data was used extensively in the State of the Service Report 2004–05. Extensive analysis was also undertaken for the MAC project on the employment of people with disability in the APS and for the evaluation of Aboriginal and Torres Strait Islander employment.

APS Employment Database Internet Interface

Agencies and other users can access aggregated data directly through the APSED Internet Interface (APSEDII) at www.apsedii.gov.au. The Interface allows agencies to produce tables similar to those published in the APS Statistical Bulletin. This encourages better practice in workforce planning and benchmarking. Users can produce tables and charts, and download results for further manipulation. This year the Commission introduced an enhancement to APSEDII, which allows designated individuals within agencies to access the system through a secure logon and password procedure. This level of access enables these designated users to look at unit record data for staff in their agency. It also provides more detailed information which can be used to improve workforce planning and data integrity.

APS Statistical Bulletin

The APS Statistical Bulletin 2004–05 contained a snapshot of APS-wide staffing at June 2005, and of staff movements during 2004–05.The bulletin also included summary data for the past 15 years. Its format differed considerably from that of 2003–04. Improvements to table layout, for example, provided space in which to identify some organisations that had previously been included with their portfolio department. The new format also allowed the Commission to publish time series data for 15 years instead of 10, with additional calculations in some tables. Data on the educational qualifications of APS employees was included for the first time since 1989.

The Commission distributed the bulletin to all APS agency heads, members of COMNET, State, Territory and New Zealand Public Service Commissioners, and major public and university libraries. It is available in hard copy, and electronically on the Commission’s website.

Agencies use the bulletin data to benchmark themselves against APS-wide trends, and for workforce planning.

Research and evaluation

The Commission pursues a research and evaluation role through statistical assessment of APS performance, ambitious annual surveys of APS operations and employee attitudes, public administration research, and by producing speeches and presentations for the Commission’s Executive. These activities allow us to assess the capacity of the APS and its employees to meet Government objectives, address future challenges, and to develop guidance and recommendations for change. In addition, our research and evaluation work better equips us to learn from and benchmark our performance against that of overseas public sector jurisdictions.

Research and advise on public administration

Research into public administration developments overseas and in Australia’s State and Territory jurisdictions enables us to better position the APS to respond to its key challenges. It also assists in benchmarking APS performance against that of other public services in Australia and abroad.

Evaluate and provide information on APS performance through the State of the Service report and APS Statistical Bulletin

The Commission undertakes research and evaluation that contributes to a sustainable, contemporary and vital APS. The performance of the APS is evaluated through the Commissioner’s State of the Service report (including the Workplace Diversity report) to Parliament, and through more specific issues- based research and evaluation projects.

Under section 44(2) of the Act, the Commissioner is required to report annually on the state of the APS. While the Act does not specify the issues to be covered in the report, the Commissioner’s approach has been to focus on contemporary issues confronting the APS while maintaining her evaluation of the extent to which agencies incorporate and uphold the APS Values (in line with section 41(1)(a) of the Act). The Commissioner is required to table the report in parliament by 30 November each year. Although the four groups of APS Values continued to influence the State of the Service Report 2004–05, the report was broadened in scope and included chapters encompassing managing, sustaining and engaging the APS workforce, agency achievements and whole of government. Other chapters dealt with embedding the APS Values, relations with the Government and Parliament, workplace diversity, a statistical snapshot of the APS and personal behaviours.

The Commission drew upon diverse and complementary data sources to develop the State of the Service Report 2004–05. These sources included the Commission’s own research and databases (particularly APSED), published and unpublished material from other agencies (especially central agencies), parliamentary committee and ANAO reports and, where available, comparable data from other Australian jurisdictions.

The Commission also conducted two surveys that contributed to the report. The agency survey provided information on a broad range of management and capability issues in agencies with 20 or more APS employees. For the third consecutive year the agency survey was conducted online and achieved a 100% response rate from the 82 agencies in scope.

The second survey, sent to more than 6500 randomly selected APS employees, provided data on employee attitudes to, and understanding of, a range of issues including the APS Values, Code of Conduct, merit, work–life balance, job satisfaction, whole of government, relations with Ministers and Parliament, diversity, individual performance management, and discrimination, bullying and harassment.The 2005 employee survey had a high response rate for a voluntary survey of 59%—up from a 50% response rate in 2004.

Employee survey data was also used to produce agency-specific reports for large agencies (i.e. those with over 1000 APS employees), which summarised their own employee responses and compared those results with the APS-wide results. Statistically valid differences were marked appropriately. Small and medium sized agencies were provided with a benchmark summary of all small or medium sized agencies respectively, and produced two other publications: the State of the Service Employee Survey Results 2004–05, which provided the results of the employee survey in a collated, aggregate form, and the State of the Service 2004–05 At a Glance, which provided a succinct summary of the findings.

Hard copies of the report were distributed to APS agency heads, members of COMNET, all SES staff, agency contact officers for the two surveys, and the HR Directors Forum. Copies were also made available to diversity coordinators, State, Territory and New Zealand Public Service Commissioners, selected non-APS agency heads, relevant academics and overseas contacts.

Similarly, hard copies of the State of the Service Employee Survey Results 2004–05 were provided to APS agency heads, COMNET members, agency contact officers and State, Territory and New Zealand Public Service Commissioners. Both publications are available on the Commission’s website.

The 2004–05 report highlighted four critical challenges for the APS in the coming year:

• building trust in the APS
• building the right capability for the future
• attracting and retaining Indigenous employees and people with disability
• ensuring whole of government capability.

To maintain the relevance of the State of the Service report within the ever-changing and challenging environment faced by the APS, the Commission began planning the focus and direction of the 2005–06 report in December 2005. As part of this preparation, the employee and agency surveys have been reviewed to ensure that both instruments appropriately capture the issues to be covered in the 2005–06 report. The 2006 employee survey was in the field from 15 May 2006 to 9 June 2006 and achieved a response rate of 64%.

Reflecting the projected focus of the 2005–06 report, some questions in the employee survey have been cycled out (for example, ‘relations with Ministers and the Parliament’, ‘workplace consultation’), other topics have been expanded upon (for example, ‘work–life balance’, ‘record keeping’), and a new section ‘working with external stakeholders’ has been added.

In response to issues raised in the Red Tape Interdepartmental Committee and elsewhere, respondent burden became a core consideration in reviewing the 2006 agency survey. The review produced a shorter, less complex agency survey that is easier for agencies to respond to; this was confirmed during the pilot testing process. In addition, at the Commissioner’s request the Humphry Review requirement that the agency survey collect data on ICT outsourcing has been rescinded and the agency survey will no longer contain questions on this issue. The agency survey was sent online to agencies on 7 June 2006, for completion and return by 19 July 2006.

The agency survey includes new sections on ‘agency governance’ and ‘record keeping’. Sections which have been cycled out of this year’s agency survey include ‘relations with Ministers and the Parliament’ and ‘workplace consultation’.

Undertake research and analysis

Lynelle Briggs, Australian Public Service Commissioner (second from right) with members of the Evaluation Group and publications team, at the launch of the Supporting Ministers, Upholding the Values good practice guide, March 2006

During 2005–06, the Commission estimated that it would undertake one major evaluation project—an evaluation of agencies’ approaches to employing Aboriginal and Torres Strait Islander people. The Commission also expected to finalise a number of projects arising from the 2004–05 evaluation programme.

The evaluation of agency approaches to attracting and retaining Aboriginal and Torres Strait Islander people had two key components—an in-depth analysis of the effectiveness of strategies used by selected agencies to attract and retain Aboriginal and Torres Strait Islander people, and a survey of Aboriginal and Torres Strait Islander APS employees.

The in-depth analysis component of the evaluation examined the effectiveness of agencies’strategies which aim to attract and retain Indigenous employees. The evaluation found that although agencies had invested in developing Indigenous employment strategies, these had not always resulted in positive outcomes for Aboriginal and Torres Strait Islander employees. The evaluation also highlighted the importance of simpler and more inclusive recruitment practices and targeted workplace support if agencies want to increase Aboriginal and Torres Strait Islander representation in the APS.

A précis of this evaluation will appear in the 2005–06 State of the Service report. A good practice guide for agencies drawing on the findings of the evaluation is being prepared. It is due for release in 2006–07.

The Aboriginal and Torres Strait Islander APS Employees Census Report, launched in May 2006, contains the results of the Census conducted in late November 2005. This report outlines the views of Aboriginal and Torres Strait Islander employees working in the APS. Where possible, it compares these results with those for the APS as a whole from the 2005 State of the Service employee survey. In addition, it explores data from APSED to analyse trends in employment of Aboriginal and Torres Strait Islander people in the APS.

The Census report reveals several important positive features of Aboriginal and Torres Strait Islander employment that agencies can build on to encourage Aboriginal and Torres Strait Islanders to join the APS and to develop productive long-term careers. The report found high levels of job satisfaction among Aboriginal and Torres Strait Islander employees, and that most Aboriginal and Torres Strait Islander employees were proud to work in the APS. It also concluded that many Aboriginal and Torres Strait Islander employees felt they had been able to contribute positively to improving outcomes for Aboriginal and Torres Strait Islanders as part of their work. The majority of Aboriginal and Torres Strait Islander employees believed they have the same opportunity to develop their careers and to access learning and development opportunities as non-Indigenous employees. There were some concerns, however, particularly around the treatment of Aboriginal and Torres Strait Islander employees in the workplace.

Four challenges were identified for the APS from the Census report:

• increasing Aboriginal and Torres Strait Islander capability
• encouraging greater diversity of roles for Aboriginal and Torres Strait Islander employees in the APS
• encouraging Aboriginal and Torres Strait Islander employees to remain in the APS
• improving the quality of workplace support.

The Census report and its complementary publications have been distributed widely throughout the APS, with copies sent to the Ministerial taskforce on Indigenous employment, all agency heads, SES employees, agency HR areas, members of COMNET, all Aboriginal and Torres Strait Islander employees, and to specific academic think-tanks working on Indigenous employment issues. Commission staff have given presentations on the publication in a range of forums.

Undertake specific-issue evaluations

The Commission conducts research and undertakes evaluations that support the Commissioner in promoting the APS Values and Code of Conduct and contribute to a sustainable, contemporary and vital APS. In 2005–06, the Commission focused on finalising a number of projects arising out of earlier evaluation programmes.

• The Supporting Ministers, Upholding the Values good practice guide was developed in response to findings in the evaluation of interactions with Ministers’ offices that identified a need for guidance. Results from successive State of the Service report surveys, which showed that around 20% of APS employees were in direct contact with Ministers or their advisers, were also a factor. The guide, launched in March 2006, is designed to broaden public servants’ understanding of their roles and responsibilities and the conventions, protocols and principles underpinning them. It will also assist agency heads and SES employees in developing agency-specific advice. The Commission has extracted from the guide three smaller good practice checklists for agency heads, agency ministerial liaison areas and individual APS employees. These can be used separately from the main guide in assessing and developing agency policies and protocols. The guide has been widely publicised and distributed throughout the APS with copies sent to all agency heads and SES employees. Commission staff have delivered presentations on the publication to COMNET and individual agencies on request.
• Further work was undertaken for the evaluation of agencies’ written remuneration policies. The key findings of this evaluation will be reported in the State of the Service Report 2005–06.
• In the 2004–05 annual report, it was noted that a good practice guide drawing on the findings of the evaluation of agency management of suspected breaches of the Code of Conduct was due for release in 2005–06. The Commission has experienced some delays in developing this guide due to staffing movements and changing work allocations. The guide is now scheduled for release in the first half of 2006–07.

In addition, an evaluation of the use and effectiveness of identified criteria and special measures for the employment of Aboriginals and Torres Strait Islanders in the APS has also been commenced. This is being conducted to clarify the constraints (if any) on the use and appropriateness of identified criteria and special measures.

Management Advisory Committee

The Commission continued to provide a range of secretariat and research services to MAC. The committee was established under section 64 of the Act. It is chaired by the Secretary of the Department of the Prime Minister and Cabinet, with the Commissioner as executive officer. The committee met three times during 2005–06: in July 2005, March 2006, and June 2006.

The committee currently has 25 members, including all Portfolio Secretaries and the heads of the Australian Bureau of Statistics (ABS), the Australian Customs Service, the ATO, OIPC, and Centrelink. The Auditor-General is invited as an observer.

The committee is charged with advising the Government on matters relating to the management of the APS. While it has no statutory powers or executive functions, the committee provides a forum for members to discuss significant issues of topical and strategic interest to the APS. It first met in December 2000.

In 2005–06, the committee has focused its efforts on:

• the sixth MAC project, which is considering the employment of people with disability in the APS
• drafting, publication, promotion, and implementation of the Managing and Sustaining the APS Workforce report
• implementation of the Connecting Government: Whole of Government Responses to Australia’s Priority Challenges report.

Employment of People with Disability in the APS

In July 2005, it was agreed by MAC that its next project would address the employment of people with disability in the APS. The project has examined the factors affecting the recruitment and retention of people with disability. It has also identified barriers to their recruitment, effective recruitment measures, retention issues (including effective measures to retain employees with disability), structural factors influencing employer attitudes, the impact of technology, and data collection issues (including definitions). The report is being prepared by a Deputy Secretaries Group, assisted by a project team that has been located in the Commission. The report was released in August 2006.

Managing and Sustaining the APS Workforce

Lynelle Briggs, Australian Public Service Commissioner, and Dr Peter Shergold, Secretary of the Department of the Prime Minister and Cabinet, at the launch of the Management Advisory Committee report Managing and Sustaining the APS Workforce, October 2005

Following the launch of the Managing and Sustaining the APS Workforce report in October 2005, the Commission has actively promoted the report and disseminated its findings (refer to Managing and Sustaining the APS Workforce, Output 2).

The report addresses the challenges facing the APS in attracting and retaining skilled and talented employees. It also outlines a series of strategic and dynamic approaches to managing and sustaining the APS workforce which agencies should adopt. The report calls upon agencies to implement a series of significant initiatives in the areas of workforce planning, attracting and recruiting employees to the APS, and recruiting and retaining employees with specialist skills in high demand. The report advocates smarter approaches to graduate recruitment and development, ensuring that new employees have the necessary skills and knowledge to work effectively, and interagency mobility. It also recommends responding to the employment needs and career aspirations of the changing APS workforce, and investing in identifying and developing future leaders. Agencies will report regularly to MAC on their progress and key issues emerging from the report. Coinciding with the launch of Managing and Sustaining the APS Workforce, MAC issued a statement to the SES, One APS—One SES.The statement sets out the challenges facing the APS in a devolved and contestable environment, and describes the leadership role that is required of the SES. The publication of One APS—One SES fulfils one of the undertakings made in Managing and Sustaining the APS Workforce.

At its meeting on 30 March 2006, MAC considered the implementation of action items in the Managing and Sustaining the APS Workforce report. It agreed to consider progress on this at a meeting to be held in the second half of 2006. In May, the Commissioner wrote to Portfolio Secretaries and provided them with a simple pro forma to assist in the preparation of a consolidated report to be considered at this meeting.

Connecting Government: Whole of Government Responses to Australia’s Priority Challenges

The Connecting Government report was released in 2004 by MAC. A Deputy Secretaries Group, chaired by the Deputy Public Service Commissioner, has been responsible for implementing the report’s findings. On 20 January 2006, the Group’s report on implementing Connecting Government was distributed to MAC members out-of-session.

MAC members agreed at their March 2006 meeting to continue to monitor the implementation of the Connecting Government report.

One of the outcomes of the report, the Connecting Government website, was launched on 17 August 2005 to promote the benefits of cross-agency collaboration and share information on agencies implementing whole-of-government approaches. The Department of Finance and Administration (Australian Government Information Management Office) continues to host the website and provide technical support, while the Connected Government Project Manager, located in the Commission (and funded by MAC), is responsible for sourcing appropriate material. Agency contacts have been established in 58 agencies and a cross-agency website content committee has been appointed (refer to Promote better practice for more information)

Future projects

At its March 2006 meeting, MAC agreed that its next project will focus on the issue of record keeping in the APS. In addition, a project on internal APS ‘red tape’ is being undertaken by the Department of Finance and Administration. It is envisaged that both projects will be finished in 2006–07.

Price for Output 3

The total price for Output 3 in 2005–06 was $7.6 million. This is $1.4 million higher than the estimated price of $6.2 million published in the Portfolio Budget Statements 2005–06.