Measuring progress

How will we measure progress against the Plan?

Agency heads will report twice yearly to the Secretaries Board on their progress against the headline actions and the Secretaries Board will publicly report progress. This cadence aligns with APSED reporting. Agency heads will be required to publish their progress internally twice yearly also. The time horizon, elaborated on later in the Plan, is for full implementation in 3 to 6 years.

Beyond the 5 headline actions, there are other actions that can be taken at the system (through the centre), agency (through HR or D&I) and individual manager levels to build our intercultural literacy and provide a safe workplace for all employees, irrespective of cultural, racial or linguistic background. These were published in the Toolkit as part of the public consultation paper [14].

Key deliverables will be the agencies’:

• implementation project plan for the headline actions with forecast milestones, indicators, time horizon and evaluation measures.
• multicultural action plan (maturity assessment of current maturity level) and progress against the agency action plan to achieve above minimum standard.
• SES CALD representation based on most recent reporting period for the APSED.
• APS Employee Census results relating to discrimination, racism, bullying and harassment.

The APSC will engage with agencies to assist as they undertake this work, and will assess progress at the mid-way point.

Action Plan Timeline

Horizon 1: Years 1 to 2 Implementing action (2024-5 to 2025-6)

May to June 2024

• APSC to engage with 20 lead agencies on the strategy and identify system partners for headline actions.

July to September 2024

• APSC and system partners develop implementation guidance for Headline Actions and Statement of Leadership for the Secretaries Board.
• APSC to engage with other agencies as required.

October 2024 to January 2025

• All agencies to commence full implementation of the headline actions [15].
• All agencies to implement forward SES recruitment that reflects the CALD population share to achieve trajectory towards 24% with interim benchmarks:
  • 13% or higher SES CALD representation at APS level to be achieved in year 2;
  • 15% or higher SES CALD representation at APS level to be achieved in year 4;
  • 17% or higher SES CALD representation at APS level to be achieved by end of year 6.
• 20 lead agencies to undertake multicultural action planning methodology for agency-specific action plans to address gaps and issues identified through this evidence informed exercise [16].

February to June 2025

• Remaining agencies commence multicultural action planning methodology for agency-specific plans.
• 20 lead agencies to establish a reporting mechanism to report 6-monthly on headline actions to Secretaries Board (baseline is agency internal HR data as at June 2024).
• 20 lead agencies to submit agency-specific action plans to APSC by 30 June 2025 and incorporate evidence-based actions into Diversity and Inclusion Strategies, Workforce Strategies and Strategic Workforce Plans, as applicable.

July to December 2025

• All agencies to commence implementation of agency-specific action plans.
• APSC releases narrated collection of lived experience.

January to June 2026

• 20 lead agencies report on headline actions 1 to 4.

Horizon 2: Years 3 to 4 Embedding action (2026-7 to 2027-8)

July to December 2026

• 20 lead agencies report on agency-specific action plans.
• 20 lead agencies report progress towards the population benchmark (based on their internal HR data as at June 2026).
• APSC report APS-wide progress against the 13% benchmark.

January to June 2027

• 20 lead agencies report on headline actions 1 to 4.

July to December 2027

• 20 lead agencies report on agency-specific action plans.
• 20 lead agencies to participate in a mid-term evaluation of headline actions with APSC at end of year 3 (mid 2027).

January to June 2028

• APSC to report on mid-term evaluation of 20 agencies [17].
• 20 lead agencies report on headline actions 1 to 4.

Horizon 3: Years 5 to 6 Continuous Improvement (2028-9 to 2029-30)

July to December 2028

• 20 lead agencies report on agency-specific action plans.
• APSC report APS-wide progress against the 15% benchmark.

January to June 2029

• 20 lead agencies report on headline actions 1 to 4.

July to December 2029

• 20 lead agencies report on agency-specific action plans.

January to June 2030

• 20 lead agencies report on headline actions 1 to 4.

July to December 2030

• 20 lead agencies report progress towards the population benchmark (based on their internal HR data as at June 2030).
• APSC report APS-wide progress against the 17% benchmark.
• 20 lead agencies participate in APSC end of term evaluation of headline actions with APSC at end of year 6 (mid 2030).
• All agencies plan towards 24% benchmark.

Roles and responsibilities

Implementing the Plan is the responsibility of all leaders and all employees, not the responsibility of HR, D&I or CALD people. There is a role for each of us- being inclusive and understanding our diversity as a shared responsibility:

• SES – set and model the standard and expectations for safe, inclusive, equitable and fair workplaces through their commitment and behaviour.
• CALD SES Champions – visibly champion CALD interests and inclusion within their agency, play a leadership role in seeking to remove barriers; actively advocate through the APS-wide Interagency CALD Champion Network and within their agency leadership for change.
• CALD Networks – act as the primary forum for providing input, guidance and feedback to agencies through their CALD Champion, HR and D&I teams, on the barriers facing CALD employees.
• HR and D&I teams – drive and implement changes that reflect and support CALD employees’ full participation in the workplace.
• APSC – support the APS Interagency CALD Champion Network to increase collaboration and the sharing of experience, draw on knowledge, expertise and experience across the system, and identify partner agencies to develop, lead or deliver initiatives, APSC will work with individual agencies to assist them to understand their unique cultural employee footprint and provide guidance as appropriate on giving effect to the headline actions and other actions.
• All employees – build our cultural understanding through informing ourselves and through genuine curiosity and conversation with our colleagues.

Identifying agency-specific actions

The headline actions are for agencies and the APS as a whole to meet minimum expectations. The APSC will provide support and guidance to agencies, and work across the APS in implementing the baseline actions, to support this whole of service commitment.

Agencies are expected to go beyond the minimum expectations. Agencies will need to undertake their own evidence-based internal assessment to build an understanding of cultural diversity in their agency. The assessment of where an agency is at, needs to be determined in consultation with CALD and non-CALD employees. This is to allow agencies to understand the specific challenges faced by CALD employees in their own operating environment. This requires agency level cultural and linguistic diversity planning. The Department of the Prime Minister and Cabinet (PM&C) developed a specific methodology to do this, which is available to the broader APS to use. A number of APS agencies have partnered with their CALD Networks and CALD Champions, using the methodology to develop CALD specific evidence-informed actions for inclusion in their own Diversity and Inclusion action plans, workforce plans or workforce strategies.

This methodology is available to APS Workforce Planning, Strategy and Diversity and Inclusion practitioners to adopt in their own agencies.

To access support for implementation of CALD specific workforce planning please contact APSWFP@apsc.gov.au.

Implementation timeline

	Horizon 1: Implementing Action
2024 - 25	April Release of the APS CALD Strategy and Action Plan May — June APSC to engage with 20 lead agencies July — September APSC engage system partners on Headline Actions and Statement of Leadership for Secretaries Board October — January All agencies implement Headline Actions and SES CALD recruitment to 24% 20 lead agencies commence multicultural action planning for agency-specific action plans February — June Remaining agencies commence multicultural action planning agency-specific action plans 20 lead agencies commence six monthly reporting
2025 - 26	20 lead agencies submit agency-specific action plans by 30 June 2025 July — December All agencies commence implementation of agency-specific action plans APSC releases narrated collection of lived experience January — June 20 lead agencies report on Headline Actions 1 to 4
	Horizon 2: Embedding Action
2026 - 27	July – December 20 lead agencies report on agency-specific action plans and against 13% interim benchmark January — June 20 lead agencies report on Headline Actions 1 to 4
2027 - 28	July - December 20 lead agencies report on agency-specific action plans Mid-term evaluation of Headline Actions January — June 20 lead agencies report on Headline Actions 1 to 4
	Horizon 3: Continuous improvement
2028 - 29	July — December 20 lead agencies report on agency-specific action plans and against 15% interim benchmark January — June 20 lead agencies report on Headline Actions 1 to 4
2029 - 30	July - December 20 lead agencies report on agency-specific action plans January — June 20 lead agencies report on Headline Actions 1 to 4
2030	July - December 20 lead agencies report against 17% interim benchmark End of term evaluation of Headline Actions All agencies plan towards 24% benchmark

Table showing alignment of issues, objectives and actions to outcomes

Key Themes/Issues Identified	Objective of the Plan	Headline Actions	Outcomes
Cultural safety, Unconscious bias, Racism, Discrimination, Nepotism, Cronyism, APS Values, Complaint process, Transparency, Accountability of the leaders.	Ensure a safe, fair, equitable and inclusive workplace that is free from racism, discrimination, bullying and harassment.	Introduce an APS Statement of Leadership to Support Cultural Diversity to ensure that the standard for culturally respectful and safe workplaces is upheld.	Our attitudes and behaviours with respect to cultural diversity clearly reflect the APS Values, APS Employment Principles, the APS Code of Conduct, the SES Performance Framework and Charter of Leadership Behaviours. Existing laws and protections are upheld by all. We co-design processes to reflect and recognise the lived experience of those most affected by aligning with work underway.
Cultural awareness, Cultural literacy, Lived experience, Whole self, CALD network, CALD champion.	Understand and build on the diversity of the current workforce.	Build an APS-wide Interagency CALD SES Champion Network and a curated collection of multi-media learning resources.	The experience and the contributions of CALD employees are shared and reflected in greater intercultural understanding. Our greater intercultural understanding enables us to harness the wealth and depth of expertise available across the APS. Best practice is promoted and collaboratively implemented across the APS.
Recognition, Training, Mentoring, Skills, Model, Reflection.	Enable people to make a full contribution and empower them to fulfil their potential.	Build APS leadership through embedding cultural capability training and sponsorship of CALD employees.	We have the cultural capability to lead and manage culturally diverse teams effectively and demonstrate we are a model employer. Our advice and decision-making reflects greater diversity of thought and innovation which strengthens our capability to do our job domestically and our international influence.
Recruitment, Merit, Recruitment panel, Promotion.	Create a level playing field and a fair go for all APS employees.	Modernise the APS recruitment and promotion processes to apply a rigorous understanding of merit.	The merit principle is being applied in a manner that provides fair opportunities for all, irrespective of cultural or racial background. There are no systemic barriers to recruitment and progression for anyone.
CALD representation in APS, CALD representation at Senior Leadership level, Target, Reporting.	Reflect the population we serve and throughout the APS to represent diversity cohorts fairly.	Introduce a reportable benchmark of 24% for CALD representation in SES.	There is an increase in the pipeline of CALD employees to SES roles. The APS reflects and respects cultural diversity at all levels.