Appendix 1: Action matrix
The following is a summary of the actions in the APS Gender Equality Strategy 2021–26. Further details and opportunities for each action can be found in the specific Action Areas within this document and the implementation companion guide that will be shared with agencies. Agencies will determine how each action is implemented based on their individual maturity, context, resources, and demographics.
| Action | Projected delivery date | |
|---|---|---|
| Minimum standards | Leaders are visible role models at any level and show their commitment to gender equality through their actions and words. Senior leaders should consider how to support gender equality leadership in their organisation. | Ongoing |
| Agencies publish (on the internet) targeted plans for gender equality— informed by data and aligned to agency priorities. | 2021/22 | |
| Dedicated resources and governance arrangements are in place to support the work. Gender Champions and employee led gender networks are involved. Regular tracking of progress and impact is transparent to employees. | 2021/22 | |
| Agencies include their commitment to gender equality and inclusion in induction and recruitment materials, including roles and expectations of all employees. | Ongoing | |
| 1A | Secretaries and Agency Heads will be accountable for implementing the Strategy and will consider options to demonstrate their commitment. | 2021/22 |
| 1B | Leaders, at all levels, will engage with employees about the Strategy and discuss ways everyone will contribute to ensure there is both individual and collective accountability. A focus on inclusive behaviours is important to promote gender equality and will lead to a positive workplace culture for all genders. | 2021/22 |
| 1C | Informed by data and the diverse experience of employees, agencies will seek to understand the gender imbalances (across all levels), the drivers that underpin them and will consider whether specific targets are an appropriate method to drive action and provide incentive for change. | 2021/22 |
| Action | Projected delivery date | |
|---|---|---|
| Minimum standards | Preventing gender-based harassment and discrimination, sexual harassment, sexual assault and bullying—leaders reinforce standards of behaviour. Policies outline strategies for prevention, formal reporting and review processes and consequences. | 2021/22 |
| Supporting employees experiencing family and domestic violence (FDV)—agency FDV policy is well-communicated and sets out supports available. Manager training is provided and includes an emphasis on an individual-led approach to support, noting that access to a secure workplace, phone and computer can be incredibly important. | 2021/22 | |
| 2A | Agencies will strengthen approaches to preventing and responding to bullying, sexual harassment and sexual assault in the workplace. | 2021/22 |
| 2B | Agencies will review internal and outward facing communication for gender inclusive language and images. This will include agency intranet, internet, internal policy documents and recruitment ads. | 2022/23 |
| 2C | Agencies will provide ongoing access to superannuation resources and awareness sessions to all employees with a particular focus on annual entry level and graduate intakes (e.g. agency induction). | 2021/22 |
| Action | Projected delivery date | |
|---|---|---|
| Minimum standards | Ensuring gender diversity in selection processes, including internal processes and EOIs. Selection panels are gender-balanced and are equipped to call-out any potential bias during the process. | 2021/22 |
| 3A | Agencies will create opportunities to strengthen gender representation in select occupations (e.g. STEM and Service Delivery) and talent pipelines, in a targeted way, taking into account the broader labour market. | 2024/25 |
| 3B | The APSC, in consultation with agencies, will review APS-wide parental leave provisions, with a view to creating more flexible parental leave entitlements to enable a greater choice for parents. This seeks to enable more equitable sharing of caring responsibilities. | 2022/23 |
| 3C | Agencies will be proactive in offering parental leave and flexible work arrangements to all employees including those with caring responsibilities. Managers will favourably consider requests for flexibility for all supporting partners who are welcoming a child reflecting a strong commitment and support for flexible ways of working. |
2022/23 |
| Action | Projected delivery date | |
|---|---|---|
| Minimum standards | Access to flexible work—gender-neutral, flexible work policies are in place for all employees. Leaders and managers at all levels are able to role model flexible work where it is appropriate for the individual and the organisation. | 2021/22 |
| Valuing and supporting all types of caring responsibilities—managers are equipped to support all genders manage their family and caring responsibilities, including elder and disability care, such as through flexible ways of working. | 2021/22 | |
| 4A | Agencies will review flexible work policies and practices to ensure they provide for a variety of contexts and settings. | 2022/23 |
| 4B | Agencies will provide new parents a flexible, supportive and enabling environment in line with the Australian National Breastfeeding Strategy: 2019 and Beyond, which could include seeking accreditation as a ‘Breastfeeding Friendly Workplace’. | 2023/24 |
| 4C | Agencies will enhance manager capability, including people management, and equip middle managers to lead flexible teams. | 2022/23 |
| 4D | Agencies will consider advertising all APS positions as full time, part-time and job share. | 2021/22 |
| Action | Projected delivery date | |
|---|---|---|
| Minimum standards | Understanding the pay gap—agency-level gender pay gap is known and tracked (at both whole of agency and classification level). | 2021/22 |
| Tracking data on gender composition—gender disaggregated data across all classifications, geographical locations and key job types is tracked. | 2021/22 | |
| 5A | Agencies will progressively build their capacity and capability to collect, analyse and publish (internally) gender disaggregated data across all people-metrics. Agencies will collect and publish (internally) data disaggregated by other diversity and inclusion variables. This information will support agencies to better target their gender equality initiatives. |
2022/23 |
| 5B | Agencies will review their policies and processes for entering into an Individual Flexibility Agreement (IFA) with an employee to ensure there is equality of opportunity (a level playing field) for all genders. This will include reviewing the number of current IFAs by gender. Agencies will implement any necessary changes to the process and monitor impact. | 2023/24 |
| 5C | The APSC, in collaboration with APS agencies, will develop a strategic research plan to better understand gender dynamics in the APS workforce. Priority research projects identified in the research plan should leverage the socio-demographic data and workforce information held by the APSC, including through research partnerships with the academic community. | 2022/23 |
| Action | Projected delivery date | |
|---|---|---|
| Minimum standards |
Agencies will drive change beyond the workplace through:
|
2021/22 |
| 6A | Agencies will continue to progressively embed or strengthen gender equality outcomes in the course of their everyday work. This includes considering how policy development and service delivery design may impact genders differently. | 2024/25 |
| 6B | Agencies will demonstrate leadership on gender equality beyond their workplace in their relationships with industry and communities. | 2024/25 |