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Work in the Future
Background
1. The nature of work and the way it is undertaken is dynamic. Both change regularly.
2. Much attention is given to changes currently underway. Some of this is evolutionary and
essentially adds momentum to changes already occurring. Flexible modes of work such as
teleworking, job sharing and labour hire are examples.
3. Other changes are unprecedented. Much of this relates to digital and other technological
innovation.
4. The social dynamic is trending towards a desire for smart technology, greater flexibility,
convenience and freedom of choice.
5. A billion new online workers will join global labour markets over the next 20 years and will
increasingly deploy their skills without the geographical limitations of the past.
6. The challenge for the Government and the APS is to adapt to this change.
7. The effects of the changes are likely to be extensive and powerful. A measured approach
is required. We should not rush in and peremptorily disturb current work practices so
that uncertainty and confusion prevail in government workplaces. At the same time, we
cannot be complacent because that invites the risk of being disadvantaged in attracting
and retaining the talent we need. It will be important that affected employees are
assisted through the new work journey.
8. The whole employment equation will be impacted. Appointment, engagement,
performance, remuneration, incentives, demographics, integrity, termination, retirement,
leave, learning, development, talent, structure, job design, layout, location, relationships
will all be affected.
9. The capacity of our employment institutions will be tested. Tribunals, unions, employer
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associations, universities, legal and training providers will have to adapt. Since the 1970s
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big firms employing thousands of workers and big trade unions have withered.
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10. In the Australian context the changes will challenge the political parties and their
constituents. True to form the Coalition and employers are likely to be more
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accommodative of the changes and associated flexibilities. The unions and perhaps the
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ALP will be disposed to see threats and move to regulate new ways of working.
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11. Work is likely to be more attuned to international advantage. Countries that adapt and
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encourage change will be attractive. Employment growth and opportunities will migrate
to countries that are successful in integrating the changes.
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12. The CSIRO has observed that Australia, as a relatively high skill and high wage country, is
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13. No government can protect any segment of the economy from disruption. What is
needed is the right policy and regulations to support business and government navigate
an uncertain disrupted world.
Issue – What does it mean?
14. Much is written about the future of work. Some of the commentary is insightful, some is
alarmist. It is important to distil the key facts and predictions from the commentary.
15. The main facts and predictions are:
a. Jobs will be impacted. Some will go, others will be modified and new jobs will
emerge;
b. The contingent or on‐demand modes of work will continue to grow;
c. More people will determine when and where they work;
d. Management hierarchies will be modified;
e. A linear career will become the exception. Retraining and upskilling will be common;
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Demographic change, especially more older workers, will amplify some impacts;
g. Strategies to engender an engaged and flexible workforce will be critical to business
success;
h. Artificial intelligence will displace some jobs. It will enhance the efficiency of others;
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Entrepreneurship will be more important.
The APS in 2018
16. The APS has embraced change in the nature of work and the way work is undertaken. The
effort has been uneven and in some cases effected with minimal planning.
17. Many APS workplaces display flexibility. The employment profile embraces ongoing
employment, non‐ongoing employment, part time, casual, working from home, job
sharing, contract employment, independent contracting and labour hire modes of work.
More older employees feature in the workforce structure. Incremental change is being
made in how employees are recruited and how separation is managed.
18. Excessive and prescriptive employment regulation is a blunt and ineffective tool for
driving positive employment outcomes. The employment relationship has changed and
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contemporary human resources practices now call for a more flexible, individual package
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of work and reward.
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19. Workforce planning that is well connected to business projections will assume increasing
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importance.
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20. The APS has access to large amounts of workforce data. It can be used to better inform
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business planning decisions. Human resource professionals have to upgrade their skills to
mine the data with good effect. Executive leaders will have to become more attuned to
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examining workforce performance and profiles. Digital capacity offers the enticing
prospect of more immediate data that will speed responses to business changes.
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21. The construct of workforce planning will change. Plans based on modernising to achieve a
discrete goal will no longer suffice. Instead workforce plans will have to set down a path to
best accommodate a range of possibilities. The plans will adapt as implementation and
experience influence the preferred approach.
22. The Australian Workplace Relations Study indicates that the capacity to balance work and
non‐work commitments was overwhelming the most important aspect of employment
when influencing satisfaction with the job. This factor was cited by 32% of respondents.
Job security was cited as the most important aspect by 16% of respondents.
23. It will be important to recognise that the approach to reward for effort has changed. We
need to appreciate both extrinsic and intrinsic type rewards. Recent studies have
identified four categories of rewards:
a. financial rewards or remuneration including fixed or base pay, direct benefits and
performance related pay;
b. developmental rewards including learning, training and development, succession
planning, carer progression;
c. social rewards like organisational climate or management culture, performance
support, work group affinity, work‐life balance; and
d. intrinsic rewards such as job challenge, responsibility, autonomy and task variety.
Issue – Hierarchies and Teams
24. It is accepted that dynamic empowered teams will be the route to introduce workforce
agility. Also, traditional layered hierarchies will be substantially modified.
25. The team approach has far reaching impacts. It changes the way work is assigned, how
work is funded, what is measured, the kind of capabilities required and how performance
is rewarded. An important skill will be to display innovative thinking while having the
ability to collaborate.
26. In a well‐managed environment, a team will lift employee engagement and productivity.
Self‐directed teams will take ownership and pride in what they do. The team membership
is often a mix of some with specialist skills combined with the majority in the generalist
category. The membership will often change as the project develops. All this means team
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based work is attended by a compelling need to manage risk in a sophisticated way and
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keep the team focussed on tangible outcomes.
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27. Managers will exercise influence not through structured authority, but instead through
subject knowledge and coalescing the team’s energy to good outcomes. They will be
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28. The profiles of leaders will be different. In some innovative workplaces it has been found
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that about 33% of leaders are those that would not previously be considered for such
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roles. Leadership is much less about technical skill. It is being transformed into displaying
attitude and capability. Attributes to be valued are a growth mindset, adaptability, agility,
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collaboration, good at leading change and testing those you lead.
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29. This requires a reconsideration of our approach to recruitment, leadership learning and
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30. Organisational hierarchies are being reformed. In commercial businesses work is
structured more around customer outcomes than specialised functions. Layers of middle
management are being removed. Similar impacts will be evident in government entities.
31. Such changes demand a rethink of how we pay and reward staff and classify jobs.
Issue – Live Long and Prosper
32. People are living and working longer.
33. This is having substantial work impacts:
a. pension eligibility ages have been raised in 18 OECD countries;
b. online courses and retraining are becoming popular in equipping people to work
longer;
c. health and fit for work issues will emerge;
d. working to 70 or beyond will not only become less unusual but may be necessary for
many.
34. Future work strategies providing diversity should embrace:
a. facilitating retirement on a transitional or phased basis. Older workers may re‐enter
new fields or act as mentors. Superannuation and perhaps tax settings may need
attention; and
b. new cultures to encourage workers to seriously plan for their retirement and to be
more accountable for retirement savings and investment decisions. It will be
beneficial for all if workers are encouraged to plan and engage with their employer on
these issues.
35. It is obvious that a larger older workforce will require flexibility. Older workers are likely
to seek shorter hours, longer leave, access to working from home, retraining and
malleable superannuation arrangements. Although older workers may be valued for
accumulated corporate knowledge, younger workers will see them as an impediment to
career opportunity. Some older workers will step down to lower level jobs as they
approach the end of a working life.
36. We should be engaging with representative groups to get a better understanding of the
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issues that older workers see as important to enable them to extend their working life.
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Issue – Contingent or On Demand Workforce – Workers on Tap
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37. Contingent workers are now a long established facet of the Australian employment
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framework. Industries such as construction and IT have used them for decades.
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38. A basic misconception to dispel is the attitude that contingent work is neither desired nor
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beneficial. Many people prefer to work in this manner. They embrace the independence,
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choice, flexibility and rewards it offers. Only a minority feels aggrieved or exploited
because they find themselves in this segment of the workforce. The on demand economy
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offers consumers greater choice while letting people work whenever and wherever they
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39. Many people actually enjoy the freedom and financial incentives associated with self‐
employment. They value the opportunity to work at their own pace and to work their
own hours without detailed supervision. This will likely become more widespread given a
growing appetite for entrepreneurship in the community and greater business literacy and
risk appetite for some young people. Some find it hard to accept this.
40. The contingent workforce has traditionally been understood to be essentially comprised
of independent contractors and labour hire employees. Some would include non‐ongoing
and casual employees. However, it is being transformed by the digital economy and
modern business practices. The contingent workforce now includes gig and peer‐ to‐ peer
workers and digital job marketplaces such as AirTasker, Uber, Instacart, and Medicast.
The new marketplaces cannot be readily categorised according to the previous well
defined dichotomy between employees and independent contractors.
41. People are embracing their own work and income opportunities. New technology and
flexible labour market solutions:
a. enable employees and the self–employed to access work opportunities;
b. enable employers to access skills and labour needs more seamlessly; and
c. offer new opportunities for small business to compete.
42. Business now finds that services like accounting, IT, payroll, marketing, web design,
graphic design, social media management and facilities management can be readily found
outside the firm. Platform technologies, individuals providing consultancy and labour
market intermediaries now connect more people to work.
43. Independent contracting, labour hire, casual and fixed term employment are necessary to
provide flexibility to respond to our rapidly changing economy and product service cycles
where work is not always ongoing and guaranteed. Where specialist and additional skills
are required for discrete and finite periods, skill and labour gaps are able to be filled
through legitimate contractual arrangements.
44. The spread of contingent workers is highlighting a divide between employer and union
strategies. Employers embrace the need to avail themselves of the services of on demand
workers. Many tasks are complex and/or intermittent and so it is a financial absurdity to
employ on‐going staff equipped for every role the firm requires.
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45. In contrast, the unions reacting to their falling membership urge extensive regulation of
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contingent workers in an attempt to protect the regulated labour market. They have a
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forlorn hope that the use of contingent workers will not be cost effective.
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46. The "insecure work" notion paternalistically assumes that working people are incapable of
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being able to evaluate and choose how they should work.
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47. Agencies have to have systems that facilitate the engagement of contingent workers.
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Union attempts to limit that management prerogative must not be entertained. The
inclusion of clauses restricting the rights of management to engage on demand workers
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48. A CSIRO study found 88% of freelancers would continue freelancing even if offered a full‐
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49. Management and supervisory practices will adapt to use on demand workers effectively.
Risk and insurance arrangements have to be addressed. The effective incorporation and
blending with the on‐going workforce will present challenges.
Issue – Recruitment and Capability
50. Recruitment practices will change to grapple with the new work paradigm.
51. We have to recruit ongoing employees with a broad range of skills and capabilities. The
recruitment must be efficient. Many good candidates will not see through a protracted
process. We will have to offer a career that is not just financially rewarding, but also one
that offers challenges and fulfilment. It is likely that many will expect an opportunity to
experience a variety of roles and positions. The linear career will not appeal to many.
52. The recruitment focus on tertiary graduates will have to be tempered. The formulation of
teams with clusters of skills will in many cases place a premium on attributes other than
academic excellence. For example, proven entrepreneurial dexterity or business acumen
could be highly sought after to achieve team success.
53. Our recruitment architecture will have to be contemporary and use social media. Access
through job websites and work marketplaces will be advisable.
54. Work patterns are changing. Productive work is becoming less concerned with fixed hours
and fixed locations.
55. The capacity to attract the best on demand employees requires a review of our practices.
The innovators and most efficient workers can be hard to capture. They are often not
found from traditional consulting sources. Also, our contracting arrangements are
generally overlaid with excessive red tape and detail. It would turn many innovative on
demand workers away. A regular refrain from many contingent workers is that
government processes are so cumbersome that the work is neither attractive nor
financially appealing.
56. The capability of employees will require regular updating. This is a well‐recognised and
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frequently quoted consequence of future work changes. However, its impacts on
workplaces are not fully understood.
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57. Learning and development will be a frequent experience for employees. They will look for
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learning and development experiences that engage them and advance their career
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opportunities. Online learning will be fundamental. It will be important to demonstrate
that the acquisition of new skills will make work more interesting and personally
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satisfying. The capabilities will focus on contemporary team and job requirements such as
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collaboration, team oriented, seeing and realising opportunity, leading change, being
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adaptable, embracing innovation and focussed on solutions.
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58. The opportunities for better on the job learning are extraordinary. A simple example
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Team leaders meet with young workers to discuss and
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Issue – Will Institutions and Legislation help or hinder?
59. The future changes to work will present our work related institutions and legal framework
with abundant challenges.
60. The predominant federal workplace relations system is highly regulated. It presents a
framework based on National Employment Standards, industry awards and enterprise
agreements. The interactions between the framework elements can be complex. In
addition, workers’ compensation, health and safety, superannuation and tax laws affect
the employment relationship.
61. Prescriptive enterprise agreements numbering 100+ pages do not sit well with modern
empowered teams of workers. Agreements like these normally include extensive union
consultation obligations that can slow, hamper or even prevent substantial workplace
change. The identification of work found in agreements and awards typically reflects a
hierarchical structure based on traditional remuneration and supervisory models.
62. Restrictive award regulation such as prescription of ordinary part‐time hours and
minimum engagement periods and the current limitations on agreeing on alternative
patterns of work of mutual benefit interfere with efficient scheduling of work
arrangements. Such regulation also prevents employees accessing work patterns that suit
them.
63. It is clear the system needs reform. But entrenched union attitudes that any change to
enhance flexibility is adverse, precludes sweeping reforms.
64. New entry level jobs are concentrated in the service sector industries. These industries
typically do not operate around the 9.00 am to 5.00 pm paradigm. But the workplace
relations framework is structured around this model. High labour costs result when
operating outside these times.
65. If the workplace relations system was simplified and streamlined it would support higher
levels of compliance.
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66. Small business is unable to wear all of the hats seen in bigger business. Accordingly, the
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business to business economy generates opportunities to address this limitation. It follows
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67. The solution then is to work around an outdated system. The avenues to do this include:
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a. A premium will be placed on effective direct employer – employee relations. This
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already occurs in many workplaces embracing change and will be pursued with more
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b. The engagement of contingent and on demand workers will become more
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c. The use of job marketplaces will accelerate;
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d. Common law contracts will attract more use;
e. Individual Flexibility Arrangements may be relied on more;
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68. Remuneration and conditions of employment are fundamental. People want to receive a
fair monetary reward for their work and to enjoy reasonable conditions of employment
and entitlements.
69. The current structure of remuneration linked to level of responsibility/seniority is
relatively inflexible. It does not readily accommodate team work and reward attuned to
effort and expertise. It is likely that those workers remaining in the formal system will
demand flexible reward structures more closely tied to individual and/or team
performance. An organisation retaining a structured system will find it more difficult to
attract higher calibre workers.
70. New work will alter the way work is conducted and how and where it is undertaken.
Advances have been made in seeking a better balance between work and private life
commitments. Many workplaces embrace flexible work arrangements including remote
from the office work. These initiatives will be amplified in the future. The structured 9‐5
work day will be less evident. Work will be conducted across 24 hours especially were
overseas workers are involved. The physical layout of office work is changing in many
workplaces. This will continue to evolve.
71. The focus of policy should be on educating the self‐employed about ways to guard against
risk and looking for industry led solutions that can assist them in doing so, rather than
trying to crate barriers to self‐employment.
72. Leave and engagement strategies are expected to change. The blending of career and
private life objectives will see employees taking career breaks or adjustments involving
less hours devoted to work. Similarly, the challenge to retrain and upskill may result in
time away from the job front. This may be manifested in learning experiences including
work in different organisations, sectors or countries. Such developments will lead to
innovation in career path development, leave, learning and sabbaticals.
73. Organisational culture is constantly changing. We will seek a culture that supports notions
like innovation, learning, adaptation, experimentation and resilience. It will be important
to find ways inculcate the culture across diverse and dispersed work forces.
74. The ACCI in its submission to a Senate Select Committee on the Future of Work and
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Workers said:
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“A holistic approach is needed. An approach that allows a strategic review of taxation
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arrangements, social protection and contributions, skills policy and our outdated
employment regulation. Any move to regulate flexible workers should not undermine a
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person’s right to be self‐employed but policy settings need to enable established
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businesses to adapt and compete where they have been disrupted by emerging business
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models. These issues cannot be tackled in a piecemeal way by imposing further complex
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administrative burdens, additional cost on top of an outdated framework that in part gave
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rise to new ways of working around it.”
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75. The answer is who knows? Both automation and artificial intelligence will have profound
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76. Jobs that seemed impossible to automate are threatened by artificial intelligence.
Radiologists and legal clerks come to mind. It has been estimated by a Bank of America
Merrill Lynch study that the annual disruption of artificial intelligence achieves a $ 9
trillion reduction in employment costs.
77. Some are alerting us to concerns about artificial intelligence. Elon Musk the founder of
Tesla cars and SpaceX warns that “with artificial intelligence, we’re summoning the
demon.” Stephen Hawking expressed concerns about artificial intelligence becoming too
powerful for humans to control.
78. It is a fact that artificial intelligence is having an effect now on work and the effects are
likely to grow. Its influence is being felt in the APS. It replaces some jobs. Also, it
augments and improves productivity in many workplace settings. It can make jobs more
fulfilling, satisfying and efficient. It can demonstrate a powerful capacity to improve the
information flow to customers and to improve accountability systems.
79. In common with other changes in work an important approach is to plan well for the use
of artificial intelligence. Inevitably, the introduction of artificial intelligence has significant
workplaces effects. Some can be momentous. Workers should be consulted at an early
stage and told of the opportunities or risks involved for them. If well managed this can
enhance team dynamics. In addition, new jobs and skills are likely to emerge as a business
adapts to the use of artificial intelligence. Leaders will need to be innovative about how
new jobs are designed and regulated as traditional structures may not be best suited to
the new environment.
Overseas Trends and Studies
80. The Australian Chamber of Commerce and Industry has examined overseas attention to
these matters. Its conclusions are:
a. the biggest lesson from overseas is of intensifying competition and increasing pressures
on doing business;
b. it would be vastly premature for these international processes in any way to inform the
substance of any conclusions or recommendations in Australia;
c. the UK inquiry appears highly politicised and to be based on partisan assumptions; and
d. the UK and all ILO countries have vastly different workplace relations systems to
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81. It would be futile to draw in every possibility for change and challenges that the future of
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a. The reform of the APS employment framework must continue;
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c. Clear communication to staff about the risks and opportunities associated with future
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Organisations will be restructured;
e. Systems to identify and learn new capabilities must be developed;
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The APS has to be proficient at accessing the contingent workforce.
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23 April 2018
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contents
1. Commissioner responsibilities ............................................................................................................................. 1
Role of Australian Public Service Commissioner......................................................................................2
2. Ministerial ..............................................................................................................................................................................4
a. Details of Minister .......................................................................................................................................................5
b.Minister’sOfficecontactlist................................................................................................................................ 6
3. First 30 days .........................................................................................................................................................................7
a. Significantissues ........................................................................................................................................................ 8
b. Key meetings .............................................................................................................................................................. 13
c. APS Reform Committee Terms of Reference ......................................................................................16
4. Priorities for the APSC 2018–19 ........................................................................................................................18
APSC Strategic Priorities, objectives and deliverables 2018–19 ................................................19
5.Keystaff .................................................................................................................................................................................21
a. Executiveprofiles .....................................................................................................................................................22
b. Key EL2s..........................................................................................................................................................................28
6. Organisation and resources ................................................................................................................................29
a. High-level structure .............................................................................................................................................. 30
b. Group responsibilities ........................................................................................................................................... 31
c. Budget summary .....................................................................................................................................................35
d.Significantissues—Corporate .........................................................................................................................36
e: APS Workplace information .............................................................................................................................38
7. Key Attachments...........................................................................................................................................................38
a. The Australian Public Service at a glance .............................................................................................39
b. Workforce Information Group data holdings ..................................................................................... 40
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c. Delegations ..................................................................................................................................................................42
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d. Responsibilities under the
PGPA Act ..........................................................................................................49
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e. Australian Public Service Audit and Risk Management Committee ............................... 50
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1 Role of the Australian Public Service Commissioner
The Australian Public Service Commissioner takes a leading role in ensuring the
Australian Public Service has the organisational and workforce capability to meet future
needs, working collectively with Secretaries in stewardship of the APS.
The Commissioner has both statutory responsibilities under the
Public Service Act 1999 (PS Act) and policy responsibilities. As a function of the Administrative Arrangements
Order, the Prime Minister has allocated responsibility for Commonwealth workplace
relations policy and employment issues (including remuneration and conditions)
and administration of the Long Service Leave (Commonwealth Employees) Act 1976,
Maternity Leave (Commonwealth Employees) Act 1973, and parts of the Defence Act 1903
to the Public Service Minister.
TheMinisterissupportedbytheCommissionerandhisstaffincarryingoutthese
responsibilities.
Section 41 sets out the Commissioner’s functions under the PS Act as:
• to strengthen the professionalism of the APS and facilitate continuous
improvement in workforce management in the APS
• to uphold high standards of integrity and conduct in the APS
• to monitor, review and report on APS capabilities within and between agencies; and
topromotehighstandardsofaccountability,effectivenessandperformance.
The Commissioner’s functions also include promoting the APS Values, Employment
Principles, and Code of Conduct; and evaluating the adequacy of systems and processes
in agencies for promoting and upholding them.
The Commissioner reports annually to parliament on the State of the Service, including
changes in the environment and infrastructure of the APS and emerging issues.
The Commissioner has a number of inquiry and review functions including:
• inquiries into allegations of misconduct by agency heads, and, in certain
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• an ‘own motion’ power to inquire into any APS matter, or at the request of the Public
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• at the direction of the Prime Minister, ‘systems’ and ‘special’ reviews of an agency or
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Under the
Workplace Bargaining Policy 2018, the Commissioner has three roles:
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• approval of any proposed remuneration increases
• approval of any proposal to trade certain conditions of employment for new or
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• approval of draft enterprise agreements before they can be put to an employee
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1 Role of the Australian Public Service Commissioner (cont.)
The Commissioner is a member of the Secretaries Board, which is established under
section 64 of the Public Service Act and chaired by the Secretary of the Department of
Prime Minister and Cabinet.
The Commissioner has a statutory role, with the Secretary of PM&C, in the appointment
and termination of appointment of secretaries and in relation to assessing secretaries’
performance.
The Commissioner exercises a range of statutory powers in relation to SES employment
matters, including engagement, promotion and termination decisions.
The Commissioner implements a range of government policies applying to the APS and,
in some cases to Commonwealth agencies outside of the APS. These include policies in
relation to:
• the Australian Government Public Sector Workplace Bargaining Policy
• the cap on the number of Senior Executive Service and limits on their
remuneration.
Section 43 of the
Parliamentary Service Act 1999establishestheofficeofParliamentary
ServiceCommissionerandenablesapersontoholdtheofficesofParliamentaryService
Commissioner and Australian Public Service Commissioner concurrently.
This has been the practice since the commencement of the Parliamentary Service Act
anditisexpectedthatthePresidingOfficerswillwishtocontinuethearrangement.There
arenospecificappropriationsfortheroleofParliamentaryServiceCommissionerwhich
canbeproblematic,forexample,whenthereissignificantcasework.
We will provide a further brief in conjunction with the Parliamentary Departments.
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2a Details of Minister
The Hon Kelly O’Dwyer MP
Minister Assisting the Prime Minister for the Public Service
In December 2009 Kelly was elected to represent the people of Higgins following the
retirement of former Federal Treasurer the Hon Peter Costello AC.
Kelly was appointed as the Minister for Revenue and Financial Services in the Turnbull
Government in July 2016. In December 2017 she was also appointed as the Minister for
Women and Minister Assisting the Prime Minister for the Public Service. She is a member
of Cabinet and also serves on Cabinet’s Expenditure Review Committee (ERC).
She served as the Minister for Small Business and Assistant Treasurer from September
2015 to July 2016, and was the Parliamentary Secretary to the Treasurer from December
2014 until being appointed to Cabinet in 2015.
During her time as Minister for Small Business, Minister O’Dwyer and the Turnbull
Government introduced unfair contract protections for small business, established
the Small Business and Family Enterprise Ombudsman, abolished the Road Safety
Remuneration Tribunal, and announced the amendment of section 46 of the competition
lawtoleveltheplayingfieldforsmallbusinesses.AsamemberoftheExpenditure
ReviewCommittee,shealsoensuredsmallbusinessesbenefitedfromthe2016–17
Budget’s tax cuts and expanded small business tax concessions.
She was Chairman of the House of Representatives Standing Committee on Economics
from 2013 to 2015.
Kelly has been Chairman of the Australia-United States Parliamentary Friendship Group
and Convenor of the Australia-Americas Network, encompassing North, Central and
South America.
Kelly is the founder and Chairman of the Parliamentary Friends of Women in Science,
Maths and Engineering. In addition, Kelly serves as an Ovarian Cancer Ambassador,
Patron of the Stonnington City Brass and Patron of the East Malvern Junior Girls Football
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3a Hot issues
Roadmap for Modernising the Public Sector—Workforce and Culture
Stream
As part of the 2018-19 Budget, the Australian Government agreed to a roadmap for
modernising the public sector (Improving Public Sector Productivity : Roadmap).
TheRoadmapwillcreateacitizen-focusedpublicsectorthatisefficient,effective,
productive and sustainable.
TheRoadmapbringstogetherexistingreformsandidentifiesnewinitiativesthatwillhave
an immediate and positive impact on citizens and businesses, while also driving corporate
efficiencyandbuildingpublicsectorcapability.
The APSC is the co-lead on the Workforce and Culture initiatives on the roadmap, with the
centrepiece being the development of a Whole of Government Workforce Strategy
People are the APS’ key asset, vital to the overall success of the Roadmap for Modernising
the Public Sector Reforms.
The workforce strategy is the major project in the workforce and culture stream under
which the other projects sit including:
• strengthened approach to entry level programs
• identify and address barriers to contemporary mobility
• expand talent management programs
• reviewofAPSclassificationstructure.
This strategy, informed by what will emerge from the APS Review, will aim to drive modern
workforce practices and help prepare public servants for the future. In developing the
workforce strategy, we will consider how to make best use of technology and data.
The workforce strategy will also be informed by the work being done by Jobs and Small
Business on the future Australian labour market.
To progress the workforce strategy, a workshop of key partners is planned for 2 August
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with approx. 20 SES from across the APS to challenge assumptions about the future APS
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commenced on all projects.
the
The mobility project is underway. The project will take a wider view of traditional mobility,
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3a Hot issues (cont.)
Independent Review of the APS
The APSC is committed to providing assistance to the Independent Review of the APS
being led by a Panel chaired by Mr David Thodey and supported by a Secretariat team in
PM&C.
APS Reform is the central liaison point between the APSC and the Review, ensuring
consistentmessaging,timelyresponsesandreducedduplicationofeffortwhere
possible.
s 47C
Contact: CatherineSeaberg—GroupManagerAPSReform
Publication of the Annual APS Statistical Bulletin
The Commission releases a statistical bulletin each September which presents a picture
of the APS workforce as at 30 June. The publication draws on data from agency HR
systems which is collected through the APS Employment Database.
The 2017-18 report is due to you for approval in early September 2018. The Minister will
be briefed on key highlights of the report prior to the bulletin being publicly released
towards the end of September 2018.
Contact: HelenBull—GroupManagerWorkforceInformationGroup
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Work on the report has commenced. The theme of this year’s report is APS Reform.
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You will be briefed in detail by the end of August on the proposed outline and
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communications strategy. The brief will seek your views on the suggested approach and
the
keymessageswhichshouldbereflectedinthisyear’sreport.
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3a Hot issues (cont.)
Workplace bargaining
20 enterprise agreements in Commonwealth agencies reach their nominal expiry date
in 2018. By mid-2019, another 35 enterprise agreements will do so. Unlike the previous
bargaininground,negotiationsfortheseagreementshavebeenrelativelylowprofile.
Workplace Relations Group works closely with agencies to support their implementation
of the Government’s Workplace Bargaining Policy 2018.
The Secretary of the Community and Public Sector Union, Ms Nadine Flood, is likely to
want to meet with you early on. s 47E(d), s 47C
TheDepartmentofHomeAffairsisreachingtheendofalongarbitrationprocessbefore
the Fair Work Commission (FWC). FWC will determine the terms and conditions applying
to non-SES employees of the Department following a series of industrial disputes
which led to the termination of bargaining. While there are no direct implications for
otheragenciesinbargaining,s 47E(d), s 47C
ANAO Audit—Workplace Bargaining Framework
TheAustralianNationalAuditOffice(ANAO)isconductinganauditintotheimplementationofthe
Australian Government’s workplace bargaining framework. The APSC is involved in two ways:
Workplace Relations Group is involved in the ANAO’s examination of the extent to which
theAPSChasimplementedeffectivearrangementstosupporttheimplementationofthe
Workplace Bargaining Framework.
Corporate Group is involved in the ANAO’s examination of selected agencies’ conduct of
bargaining.
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The ANAO has been provided with a wide range of materials, and is coming to the end of
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its information gathering and assessment phase. We expect to have some insight into the
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Agency Head Code of Conduct Matters
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3a Hot issues (cont.)
Banerji Case
Ms Banerji had her employment with the then Department of Immigration terminated as
a result of a Code of Conduct investigation into her anonymous tweets which criticised
government policy. She lodged a claim for workers’ compensation for a psychological
injury arising out of her termination. Comcare denied her claim. The AAT overturned
Comcare’sdecision,andindoingso,raisedsignificantconstitutionallawissues.
Thiscaseissignificantbecauseitraisestheconstitutionalvalidityofsection13(11)ofthe
Public Service Act 1999 (PS Act), which provides that an ‘APS employee must at all times
behave in a way that upholds the APS Values and the integrity and good reputation
of the employee’s agency and the APS’. The case also calls into question whether the
APSC’s social media guidance unlawfully infringes upon APS employees’ implied right of
freedom of political communication.
Comcare has appealed the AAT’s decision to the Federal Court. Acting on advice from
the Australian Government Solicitor, the Attorney-General decided to intervene. This
means that now the Commonwealth, not Comcare, has carriage of the matter. The
Attorney-General also decided to remove the case from the Federal Court directly to the
High Court. This decision is to obtain clarity on the constitutional validity of section 13(11)
of the PS Act as quickly as possible.
In the event the High Court decides that section 13(11) of the PS Act infringes Ms Banerji’s
implied right to political communication, legislative change to the PS Act would likely be
required. Also, the APSC would likely need to amend its social media guidance.
Contact: KerrenCrosthwaite—GroupManagerEmploymentPolicy
Questions on Notice—Additional Estimates Hearing 21 June 2018
Questions on Notice from the 21 June 2018 Additional Estimates Hearing are with the
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lodging a claim for public interest immunity in response to three of the questions.
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Shared Services
the
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3a Hot issues (cont.)
Budget Implications
s 47C, s 47E(d)
The APSC was an early adopter of shared services, (since 2011 for payroll and ICT
services) and is due to on-board the processing of invoices in 2019.
s 47C, s 47E(d)
s 47E(d)
There is a Dep Sec Shared Services Provider Program on 17 August which we are
attending. We anticipate small agency budget issues will form part of this discussion.
Service Standards
s 47C, s 47E(d)
s 47E(d)
You are on the Board of the SDO. The next meeting is 27 September 2018.
s 47C, s 47E(d)
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3b Key meetings
Meeting
Details
Date
Canada Australia Public
The Secretary PM&C is hosting the 5th CAPPI retreat in Sydney
RSVP is due by Friday
Policy Initiative (CAPPI)
in January 2019. The event brings together senior public
10 August.
Retreat
servants from Australia and Canada for a series of wide ranging
Sydney 24–25 January
public policy discussions.
All GMs
2019.
The event alternates between Australia and Canada. When
hosted in Australia it typically includes a broad representation
of Secretaries Board Members.
APS Reform Workforce
You are co-lead of the stream with Kerri Hartland. The members
The stream “leads”
and Culture Stream
are Heather Smith, Renee Leon, David Thodey and Glenys
and members meet
Beauchamp. The APSC coordinates the working group (GM APS
approximately once per
Catherine Seaberg
Reform) with the Department of Jobs and Small Business.
month or as required.
APS Reform
Members are responsible for driving initiatives and providing
The next meeting is on
strategic oversight for work associated with their stream.
13Augustat2.00pm—
teleconference.
APS Review Secretaries
Group provides support to David Thodey and the APS Review
The next meeting is on
Steering Group
Panel. Meets every four weeks. David Williamson, Deputy
Tuesday 14 August at
Secretary who is heading the APS Review Secretariat also
9am.
Catherine Seaberg
attends.
APS Reform
Secretaries Talent Council
Finn Pratt is the Chair of the Council. Other members include
The next meeting is on
Glenys Beauchamp, Heather Smith, Michele Bruniges and Chris
15 August at 4.00pm.
Liz Quinn
Jordan.
Centre for Leadership and
The meeting will be
Learning
MartinParkinsonandtheCommissionerareex-officiomembers.
followed by an informal
catch-up of the Council
with Band 3s involved in
the pilot talent process.
Secretaries Equality and
The Secretaries Equality and Diversity Council was established
The Next Secretaries
Diversity Council
in 2016. The Secretary of PM&C is the chair, and the APS
Equality and Diversity
Commissioner is the Deputy Chair. The Council is comprised
Council Meeting is on
Kerren Crosthwaite
of all APS departmental secretaries along with two external
16 August.
Employment Policy
members to provide insights and experience from outside of
the public sector.
The Council’s purpose is to drive initiatives to break down
formal and informal barriers to ensure the APS provides an
inclusive and respectful workplace for everyone.
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APSC Executive
Meetings held fortnightly on Tuesday mornings. Meetings
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alternate between a corporate agenda and a strategic agenda.
Tuesday 21 August at
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All members of the SES team form the Executive Committee.
10am.
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Ms Kelly provides secretariat services.
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The agenda is managed through the Corporate Group.
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3b Key meetings (cont.)
Meeting
Details
Date
Public Service Medal
The Honours & Symbols section in PM&C is currently the
The next dinner for
Committee
secretariat for the PSM Committee and arranges the honours
public sector related
dinner in consultation with the Australian Public Service
honours recipients is on
Commission.
23 August.
Commonwealth nominations for the award of the PSM are
The next meeting is on
considered by the PSM Committee, which is an informal
4 September at 3.00pm.
committee Chaired by the Public Service Commissioner with
members appointed by the Commissioner on an administrative
basis, with the endorsement of the Minister Assisting the Prime
Minister for the Public Service.
The PSM Committee meets twice a year (in March and
September) to assess nominations received from across the
Australian Public Service and makes recommendations for
awards in the Australia Day and Queen’s Birthday honours lists.
APS Reform Committee
Terms of reference for the Committee are attached.
The next meeting is on
Friday 24 August.
Catherine Seaberg
APS Reform
Singapore Australia
The Secretary PM&C is hosting the Head of the Singapore
30 August at 7pm.
Roundtable Dinner
Civil Service , Mr Leo Yip, at a dinner on 30 August. Portfolio
Ottoman Cuisine
Secretaries have been invited to attend.
Helen Bull
Workforce Information
The topic for discussion is “Future Workforce”.
Parliamentary ICT
PICTAB is an advisory body established in 2012. Its role is to
The next meeting is on
Advisory Board
provide guidance in the development and delivery of the
12 September at 5.00pm.
Parliament of Australia ICT Strategic Plan, strategic objectives
Clare Page
and outcomes.
Corporate
Membership comprises reps from government, opposition
and crossbench, the parliamentary departments and the
ParliamentaryBudgetOffice.Youareamemberofthe
Committee in your capacity as the Parliamentary Services
Commissioner.
Secretaries Board
TheSecretariesBoardmeetsonthefirstWednesdayofthe
The next meeting is
month. The Board is chaired by the Secretary of the Department
on Wednesday
All GMs
of the Prime Minister and Cabinet.
13 September at 8.30am.
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SpeakingOpportunities—first2months
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Event details
Date and venue
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Opportunity to open or close event.
Wednesday 22 August,
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One of a series of events the APSC runs for Graduates. Grad
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Convention Centre.
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Mentor provides an opportunity for graduates to engage and
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learn from APS leaders. They attend three sessions during the
event with mentors they have been matched with.
the
APSwide Canberra
Opportunity to make keynote speech.
Thursday 11 October,
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APSwide is a national conference series managed by the APSC.
National Convention
The one day conference program includes a range of SES
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3b Key meetings (cont.)
Additional Responsibilities
Responsibility
Details
Patron of Indigenous SES Network (with Professor
The network was re-established in 2016 at the instigation of the
Tom Calma AO)
Commissioner, the Secretary PM&C and Professor Calma.
Contact: Kerryn Vine-Camp
The APSC takes a leading role in supporting and guiding the
First Assistant Commissioner
Network in their goal to increase Indigenous representation at all
levels in the service. The network has been set a goal of doubling
the numbers of Indigenous SES through both lateral recruitment
andpromotion.Therearecurrently24SESofficerswhoidentify
as Indigenous. Kerryn Vine-Camp has been driving this work
onbehalfoftheCommissionerandissupportedbystaffinthe
Indigenous capability team.
The Network report to the Secretaries Diversity and Equity Board.
Professor Calma is likely to request a meeting with you to garner
future support.
Participation in Band 3 selection panels.
The Commissioner’s Directions require that the Commissioner, or
a representative of the Commissioner, be a full participant in SES
Contact: s 47F
recruitment.
In terms of SES Band 3 recruitment, it is expected that agencies
invitetheCommissionertoparticipateinthefirstinstance.Often
when they do so they propose a suitable representative, should
the Commissioner be unavailable.
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3c APS Reform Committee Terms of Reference
FOR OFFICIAL USE ONLY
The APS Reform Committee
Terms of Reference
December 2017
Purpose
The Australian Public Service (APS) seeks to modernise, adapt and innovate to enhance the
productivity of the APS and allow it to provide the highest quality support to government.
The Secretaries Board has created the APS Reform Committee (the Committee) under
paragraph 64(3)(c) of the
Public Service Act 1999, to provide a focus on APS-wide initiatives
that will work to achieve these objectives.
Role and key areas of focus
The Committee will provide strategic oversight of APS-wide innovation and modernisation,
and in particular, of initiatives including (but not limited to):
• projects supported by the Modernisation Fund;
• Decentralisation;
• Future of Work;
• Open Government Partnership; and
• Productivity roadmap and resourcing review.
This oversight will involve:
• receiving projects reports about progress of initiatives;
• identifying any impediments to the progress of initiatives, or of APS-wide innovation
and modernisation more generally;
• identifying areas for further development or where re-prioritisation of effort could
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• considering ideas from both the public and private sectors and academic research;
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The Committee will also be responsible for the APS reform narrative, and for driving
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positive culture and engagement with this reform throughout the APS.
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3
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APS R
•
en
fy
orm Committ
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Com
Terms o
itte sees f
f
it
R
eference (cont.)
FOR OFFICIAL USE ONLY
Membership
The Committee is established as a Sub-Committee of the Secretaries Board. Secretaries have
nominated to participate.
Committee membership consists of:
• Departmental Secretaries
o
Rosemary Huxtable PSM, (chair);
ubl c r c (APS) ek to m
OR O
o
o Gle
he n
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Stephanie Foster PSM, (representing Dr Martin Parkinson AC PSM);
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Dr Steven Kennedy PSM;
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Renee Leon PSM;
o
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are n L
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Finn Pratt AO PSM;
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Dr Heather Smith PSM;
• Thje Aus tralian
p Pub lic Se
rv ice Commission er, Jo;h n Lloyd PSM;
• Thce Cthrielf E
s xecoun;t iv e Officer, Digital Transformation Agency, Gavin Slater; and
• T
u w
t o
ur priv
of at
Weo sek;c tor members, with experience in major business reform and
transformation initiatives, at the discretion of the chair.
pe Gov rnm t Partn r hip a d
Observers will be at the discretion of the chair, with invitations extended to other relevant
ti t
i
Secretaries and Agency Heads dependent on agenda items for discussion at each meeting.
Administrative and Operating Arrangements
Meetings
d
The Committee will meet six times per year, and on an ad-hoc basis as required. Where
l
possible, meetings will occur at least two weeks prior to a scheduled Secretaries Board
meeting
id to all
i oyiw d
g ecis
areaio n it
o ems toe be
d ecarri
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meeting.
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A quorum will be the chair plus three other members.
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An observer from the Department of Finance, in addition to Secretariat members, will be in
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The Committee will be supported by a Secretariat located within the Department of
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no later than ten business days fol owing each meeting.
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4 APSC Strategic Priorities, Objectives and Deliverables 2018–19
Shaping the APS workforce
Objective
Deliverable
Support the Government’s Reform
•
Whole of APS workforce strategy is developed in partnership with APS
Agenda.
agenciesandreflectsthefutureneedsoftheAPS.
•
Strategy and the agencies’ role in implementation is clearly
communicated to agencies.
FosteranAPSworkforcethatreflectsthe
•
Evidence-based learning and guidance material that supports women
diversity of the Australian population.
progressing to leadership positions.
•
Affirmativemeasuresareusedforentryandmiddlemanagementlevel
recruitment programs.
•
Develop a whole of APS Inclusion Strategy in partnership with APS agencies.
Support and guide workforce planning
•
APSC facilitated forums/events promote sharing of best practice in APS
capability and practices.
workforce planning.
•
Relevant HR metrics that assist in strategic workforce planning and
benchmarking are provided to APS agencies within agreed timeframes.
Improve the quality of talent
•
EffectiveSecretariesandDeputySecretariesTalentCouncils.
management practices across the APS.
•
Updated tools and reference material promoting better practice are
available to agencies.
Modernising the employment framework
Objective
Deliverable
Partner with agencies to achieve
•
New agreements made are compliant with Government policy.
compliance with the Government’s
bargaining policies.
Workwithandinfluenceagencies
•
Review of the Maternity Leave (Commonwealth Employees) Act 1973 and
to modernise the APS employment
provide options for reform to the Minister.
framework and practices.
•
Information is made available to simplify agency employment practices.
•
Advice and support about more contemporary employment practices
made available to agencies and managers.
LeadeffectivereformoftheAPS
•
Recommend improvements on key employment matters with a focus
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Building workforce capability
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Objective
Deliverable
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Build digital capability in the APS by
•
DeliverandrefinetheLeadingDigitalTransformationprogram.
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partnering with the Digital Transformation
m
•
Digital capability Learning Design Standards are available for agency use.
us
Agency.
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Strengthen leadership and core
•
Development and roll out of contemporary leadership development
the
capabilities by providing contemporary
solutions.
learning solutions.
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Support agencies to improve their
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Deliver the Workplace Relations Capability Program.
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Promote best practice workforce planning
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Facilitate workforce planning forums/events to share best practice.
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Establish minimum workforce metric reporting for the APS.
reporting on APS capability.
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4 APSC Strategic Priorities, Objectives and Deliverables 2018–19 (cont.)
Promoting integrity
Objective
Deliverable
Promote a high standard of integrity across
•
Facilitate the Integrity Agencies Group to coordinate, enhance, promote
the APS.
and embed integrity in the APS.
•
Provide advice on ethical issues to support high quality ethical
decision making.
Evaluate agency approaches to
•
Conduct an APS wide evaluation of how agencies are embedding
incorporate and uphold the APS values.
the values.
Foundational
Objective
Deliverable
Monitor, review, evaluate, and report on
APS workforce management policies and
practices.
Provide thought leadership on matters
relation to public sector workforce
management, leadership and career
management.
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5a Executive profiles
Jenet Connell
Deputy Commissioner
s 47F
Jenet Connell commenced her role as the Deputy Australian Public Service Commissioner
on 27 November 2017.
Jenet has been in the APS for 15 years, working in four other agencies during that
time.ShewaspreviouslytheDeputySecretaryandChiefOperatingOfficer(COO)in
the Department of Immigration and Border Protection; Deputy Secretary, COO with
the Department of Finance; Executive Manager within the Biosecurity Services Group
of the Department of Agriculture, Fisheries and Forestry; and Group Manager with the
Department of Employment and Workplace Relations.
Before joining the APS, Jenet had a short (three year) stint in the private sector – working in
a highly successful web development company in Perth, WA. Prior to that she spent some
years as a senior executive within both the Victorian and the WA Public Service. At the
state level she was working in workplace relations and small business policy.
She holds a Master’s Degree in Organisational Psychology and has a passion for the
interplay between people, systems and structure. This has led her to gaining extensive
experience in organisational development and design; strategy and governance; project
management; program design, and systems and process improvement.
Jenet supports a number of local charity and sits on the Board of the Canberra chapter of
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5a Executive profiles (cont.)
Kerryn Vine-Camp
First Assistant Commissioner
s 47F
Kerryn joined the Australian Public Service Commission as First Assistant Commissioner
in October 2016 from the Department of Health where she was responsible for the
People, Communication and Capability Division.
She has held several positions in the Senior Executive Service including in the
Department of Human Services, the Department of Immigration and Border Protection,
AttorneyGeneral’sDepartmentandtheDepartmentofClimateandEnergyEfficiency.
Prior to joining the SES Kerryn was with the Department of Defence in Canberra and
Townsville and the Queensland Public Service in Brisbane and Mount Isa. Kerryn started
her career in the private sector working with Ansett Australia until September 2001.
Kerryn has been a speaker at a number of national and international forums and has a
particular interest in leading teams, crisis management and the challenges of modern
management, particularly in a rural and remote context.
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5a Executive profiles (cont.)
Marco Spaccavento
Group Manager Workplace Relations
s 47F
Marco Spaccavento has been Group Manager, Workplace Relations since February 2016
andfirstjoinedtheAPSCin2010.
Prior to his appointment, Mr Spaccavento held a range of positions connected
to workplace relations in the APSC and in previous iterations of what is now the
Department of Jobs and Small Business. These include roles in public sector bargaining
and remuneration policy, workers’ compensation and safety, Australian Defence
Force remuneration, and employee entitlements support schemes. He holds tertiary
qualificationsinIndustrialRelationsandGovernment.
Mr Spaccavento is the SES sponsor of the APSC’s Disability and Carers’ Support Network.
Helen Bull
Group Manager Workforce Information Group
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Helen has been a senior executive in the APS for 15 years working in both Canberra and
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5a Executive profiles (cont.)
Kerren Crosthwaite
Group Manager Employment Policy Group
s 47F
Kerren has been the Group Manager of Employment Policy since May 2017, having joined
the Commission as Director of Workplace Relations Policy in 2013. She has operational
and policy experience in various elements of people management. Her subject matter
expertise lies in both public and private sector employment and workplace relations
policy and regulation.
Kerren has held leadership roles in several policy and regulatory agencies across
the APS, including the Department of Finance, the Fair Work Ombudsman and the
Department of Employment and Workplace Relations.
Kerren has a Master of Public Policy and Management; Bachelor of Laws; Bachelor of
Economics.
Patrick Palmer
Group Manager Tribunals
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and has worked in the Commonwealth Departments of Administrative Services; Defence;
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and Review Agency. He also worked for 3 years in the National Bank.
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5a Executive profiles (cont.)
Liz Quinn
Group Manager Centre for Leadership and Learning
s 47F
Liz Quinn is the Group Manager of the Centre for Leadership and Learning in the Australian
Public Service Commission. She joined the Commission in 2011.
Prior to joining the APSC, Liz held a range of positions inside and outside the APS primarily
inthefieldsofeducationandhumanresourcemanagement.Thisincludesleading
recruitment, workplace relations, HR strategy and learning and development functions
in the Australian Bureau of Statistics and the Department of Immigration. Liz has a BA
andpostgraduatequalificationsineducationandorganisationallearning.Liziscurrently
an IPAA ACT Council member and a member of the IPAA Capability and Professionalism
Committee.
Clare Page
Group Manager Corporate
s 47F
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5b Key EL2s
s 47F
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6b Group Responsibilities
Employment Policy
The Employment Policy group advises on employment policy in the Australian Public
Service, delivers the ethics advisory service and provides legal services to Executive and
Groups within the APSC.
The Diversity and Inclusion Policy team is responsible for developing strategy and
policy to support a diverse and inclusive APS workforce. It works with agencies to
implement and share initiatives and best practice approaches to fostering inclusive
workplace cultures. It also helps agencies to meet the aims of APS and Commonwealth-
wide diversity strategies to drive workplace gender equality, increase Indigenous
representation, and support employment of people with disability.
TheStaffingpolicyteamprovidesadviceontheAustralianPublicServiceemployment
framework,includingrecruitment,classificationandworklevelstandards,conditionsof
engagement, movements and separation. It also advises on agency head and statutory
officeholderappointmentsandSESemploymentmatters.
Workplace Relations
The Workplace Relations group is responsible for public sector workplace relations
policy, including administration of the framework for Commonwealth workplace relations,
remuneration and conditions. Unlike most parts of the APSC, WR Group’s remit includes
non-APS Commonwealth employers.
This includes enterprise bargaining, award coverage, and legislated maternity leave and
long service leave entitlements.
WR Group provides close support to agencies on bargaining and related matters to assist
them on their compliance with the Government’s bargaining policies. However, agencies
are responsible for bargaining and the APSC does not directly participate.
To better support agencies, Workplace Relations Group has sought to move from a policy
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WR Group manages the Commonwealth's appearances on behalf of the Minister
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Assisting the Prime Minister for the Public Service in matters before the Defence Force
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Remuneration Tribunal.
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WR Group also produces the annual APS Remuneration Report, in conjunction
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6b Group Responsibilities (cont.)
Workforce Information Group
The Workforce Information Group collects and analyses a range of workforce data across
the APS. The key data collections are outlined at Attachment b
. The Group provides data
and research across the Commission and the APS. The Group is currently working with
agencies to improve workforce planning capability and the use of workforce metrics to
understand current and future workforce challenges.
The Group also delivers the Commission’s international function. The Commission
receivesapproximately$2.5mperannumfromtheDepartmentofForeignAffairsand
Trade to build public sector capacity in Indonesia and Papua New Guinea. In addition, the
Commission also hosts around 30 international delegations a year.
The Commissioner also joins the Secretaries of Prime Minister and Cabinet, the Treasury
and Finance as well as selected other Secretaries in annual bilateral meetings with the
Heads of public sectors in Canada, New Zealand and Singapore.
Centre for Leadership and Learning
The Centre for Leadership and Learning (CLL) helps to foster a needs-driven,
contemporary and systematic approach to learning and development, leadership
development and talent management in the APS.
To assist with enhancing the capability of the APS workforce, the Group:
• contributes to the research and thinking about current and future APS workforce
capabilities, with a focus on leadership and core skills
• designs and supports talent management for the APS, helping to create a strong
and diverse leadership pipeline for the future. This includes providing support for
the work of the Secretaries Talent Council and Deputy Secretaries Talent Council
• improves APS leadership, management and core skills through learning
programs, development activities, advice and support. This includes designing
and developing programs that all agencies can use and delivering programs. In
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• provides expert capability development support in priority areas of capability need.
In 2017/18, $4.2 million was allocated from the Modernisation Fund over three
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6b Group Responsibilities (cont.)
APS Reform
The APS Reform Group coordinates and leads workforce reforms, aiming to prepare the
Australian Public Service to address the challenges of the future.
The group is the co-lead on the Workforce and Culture Stream of the Roadmap for
Modernising the Public Sector (section 3 refers). It is also the central liaison point between
the APSC and the APS review team.
APS Reform also undertakes a range of light touch activities, including:
• identificationandpromotionofbetterpracticeabsenceandperformance
management across the APS
• coordinating implementation of the 2015 Unlocking Potential Recommendations
• a monthly cross-jurisdictional teleconference with state Public Service
Commissions.
Strategic Projects
The Strategic Projects group supports and delivers key Commission priorities in an agile,
as-needed way The focus of the Group during 2018 has been:
• refresh of the APSjobs website, to provide a one-stop shop for APS vacancies and a
more contemporary user experience
• design and delivery of a Digital Talent Strategy, to support the Building Digital
Capability Program, delivered in partnership with the Digital Transformation Agency
• delivery of the APS Indigenous Employment Programs Memorandum of
Understanding, with 43 agencies participating under the MOU.
In 2018-19, the Strategic Projects Group will also be responsible for delivering a strategy
for attracting and developing capability in the APS through strengthened whole of
government entry-level programs.
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6b Group Responsibilities (cont.)
Corporate
Corporate provides the following enabling services:
• humanresources—payrollprocessingisoutsourcedtotheServiceDeliveryOffice
in the Department of Finance. Strategic HR and all other services are provided in
house
• financialoperations,procurementandbudgetmanagement
• ICTservices—ICTsystemsareprovidedthroughtheTechnologyandServices
Group of the Department of Jobs and Small Business
• property and security
• ministerial and parliamentary coordination
• media and engagement.
The group also manages the Commission’s governance and external reporting
arrangements.
Tribunals
The Tribunals group provides policy and secretariat services to the President and
members of the Remuneration Tribunal and the President and members of the Defence
Force Remuneration Tribunal.
The Remuneration Tribunal is responsible for determining the remuneration to be paid to
seniorstatutoryofficesincluding:
• parliamentarians
• the federal judiciary
• departmental Secretaries
• anextensiveanddiverserangeoffull-timeandpart-timeoffices.
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hearings of the Tribunal. The next hearing is scheduled for 5 and 6 September 2018.
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6c Budget summary
The Commission’s activities are funded by a combination of departmental appropriation
and revenue. Revenue is generated through the sale of learning and development
programs, and MOU arrangements that support the provision of employment-related
services and the delivery of an international public sector capacity building program.
Much of the Commission’s revenue is earnt in a competitive market, where entities may
choose the source and level of the services they need.
Portfolio Budget Statements (PBS) and Forward Estimates
According to the 2018–19 PBS, the Commission’s income breakdown by funding source
is as follows:
2017–18
2018–19
2019–20
2020–21
2021–22
Actual
Budget
Estimate
Estimate
Estimate
($m)
($m)
($m)
($m)
($m)
Appropriation
22.8
21.3
20.4
20.2
20.2
FFS Revenue
21.2
20.9
21.1
21.4
21.8
(inc. MoU)*
Total income
44.0
42.2
41.5
41.6
42.0
* FFS revenue estimates are highly speculative given the uncertainties about entity budgets and their response to declining
resources.
The Commission’s fee-for-service revenue is forecast to be $20.9 million in 2018–19. Fee-for-
service revenue for the forward estimate years is volatile, given that the majority of learning
and development revenue comes from the APS, and is dependent on agencies’ capacity to
support APSC programs. There is also uncertainty around lapsing MOU arrangements.
The Commission’s appropriation funding is $21.3 million in 2018–19. In 2017–18, the APSC
received a terminating budget measure for the “Building Digital Capability” initiative,
funded through the Public Service Modernisation Fund. This initiative is in partnership
with the Digital Transformation Agency. The funding of $4.6 million commenced in
2017–18, and is split over three years as listed in the following table:
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2017–18
2018–19
2019–20
2020–21
2021–22
ion A
Actual
Budget
Estimate
Estimate
Estimate
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($m)
($m)
($m)
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Appropriation
20.0
19.9
20.1
20.2
20.2
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2.8
1.4
0.3
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22.8
21.3
20.4
20.2
20.2
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6d Significant issues—Corporate
Enterprise Agreement
ThecurrentAPSCenterpriseagreementnominallyexpiredon29July2018. TheAPSC
recentlyconcludedbargainingonanewenterpriseagreement. Theagreementwas
voted up on 13 July 2018; 75% of eligible employees participated in the ballot, with 90%
votingyes.
TheagreementhasbeenlodgedwiththeFairWorkCommissionandwillcomeintoeffect
7 days after they approve it.
ThekeypoliciesthatsupporttheEAhavebeenupdatedtoreflectthenewAgreement.
Theyarecurrentlywithstaffforcommentpriortofinalisation.
Workplace Relations
The APSC conducts a combined Workplace Relations and Workplace Health and Safety
Committee. Thecommitteeconsistsofemployerandemployeerepresentatives.
s 47C,
s
47E(d)
Historicallywehaveconsultedwithemployeesinthefirstinstance,andwiththeunionif
requested by employees.
Wewillprovideseparatebriefingonthisissue.
Merit Protection Commissioner
Ms. Linda Waugh was appointed as Merit Protection Commissioner on 25 June 2018.
Ms.Waughwasappointedonafiveyearterm.
You are required to provide resources to support the functions of the Merit Protection
Commissioner via a memorandum of understanding.
Separatebriefingwillbeprovidedonthismatter.
SES Remuneration
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6e APSC Workplace Information
Social Club
The Social Club organises Drinks After Work (DAW) in the level 4 café every second
payday. Funds raised go towards subsidising the Christmas Party.
The next DAW is on Thursday 9 August at 4pm.
The Christmas Party is on Friday 14 December at the Yacht Club.
s 47F
contact points for the social club. Kerren
Crosthwaite is the SES Sponsor.
Staff Networks
WehaveseveralstaffnetworksintheAPSC.Thenetworksareself-managing,although
Corporate provides some overarching support and assistance. They meet regularly and
organiseactivitiesandfunctionstomarkdaysofsignificance/celebration.
We also look for opportunities to partner with other networks in the building (our co-
tenants are Treasury, BOM and the National Capital Authority), in the wider Parliamentary
Triangle, and across the APS more generally.
We currently have a Disability and Carer’s Support Network, an LGBTI Network, and a
RAP Working Group.
AsmallgroupofstaffarealsointheearlystagesofforminganOlderWorker’sNetwork.
All networks have an SES Sponsor. The Deputy Commissioner is the Inclusion Champion.
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7b Workforce Information Group data holdings
APS Employment Database (APSED)
The Australian Public Service Employment Database (APSED) stores employment data of
all current and former APS employees. APSED contains personal information (including
diversity),classification,location,jobfamily,role,agency,educationbackground,length
of service
De-identifiedandaggregatedAPSEDdatacanbeaccessedusinganonlineinterface
called the APS Employment Database interactive interface (APSEDii): www.apsc.gov.au/
about-the-apsc/commission-services/apsed/apsedii
APS Employee Census
The APS Employee Census is a voluntary employee opinion survey administered to all
APS employees.
The Census collects information on employee demographics such as diversity metrics,
classification,location,roletype,agency,educationbackgroundandlengthofservice.
It also seeks employee impressions about leadership, job satisfaction, wellbeing,
recruitment/retention, performance management, capability, risk culture, innovation,
performance, and APS values and Code of Conduct.
Agency Survey
The Agency Survey is an annual survey of most APS agencies to collect agency level
information on a range of workforce initiatives, strategies, and compliance matters.
While questions can vary from year to year, the survey typically requests information on
APS Values, Code of Conduct, Reviews of Action, diversity, learning and development
needs, talent management, probation, mobility, innovation, performance management,
workforce planning, and workplace relations. Questions may also be added periodically
to gauge agency implementation of workplace policies and to collect data on areas of
special interest.
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Remuneration survey
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The remuneration survey is an annual snapshot of remuneration across the whole APS.
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The collection captures all components of an individual’s remuneration, including base
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salary, superannuation, allowances and bonuses. It also includes demographic and
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The APS remuneration reports are publically available at: www.apsc.gov.au/publications-
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7b Workforce Information Group data holdings (cont.)
Unscheduled absence collection
The data represents unscheduled absence rates for all APS agencies. Agency FTE,
number of days taken for each of: sick leave, carer’s leaves and miscellaneous leave.
The overall APS unscheduled absence rate can be accessed at: https://stateoftheservice.
apsc.gov.au/2017/12/unscheduled-absence-2/
Agency comparison data can be accessed at: https://stateoftheservice.apsc.gov.au/
unscheduled-absence-rates-2016-17/
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7c Delegations
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7c Delegations (cont.)
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7c Delegations (cont.)
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7c Delegations (cont.)
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7c Delegations (cont.)
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7c Delegations (cont.)
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7c Delegations (cont.)
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7d Responsibilities under the PGPA Act
PGPA Act duties of the accountable authority
1. The
PGPA Act isthekeystoneoftheCommonwealth’sfinancialframeworkfor
the governance, reporting and accountability of Commonwealth entities and
Commonwealth companies; and for their use and management of public resources.
2. Itvestsmanyofthepowersandresponsibilitiesforthefinancialmanagementofa
Commonwealth entity in the hands of the Accountable Authority, and sets out a series
of duties that the Accountable Authority must meet. The central theme, through this
setofduties,istosupporttheefficient,effective,economicalandethicaluseofpublic
resources at the entity level and across the Commonwealth generally.
3. For the purposes of the
PGPA Act the Australian Public Service Commissioner is the
Accountable Authority of the APSC.
4. Sections 15 to 19 of the
PGPA Act set out general duties that apply to all accountable
authorities. These are:
• the duty to govern the Commonwealth entity (s15);
• the duty to establish and maintain systems relating to risk and control (s16);
• the duty to encourage cooperation with others (s17);
• the duty in relation to requirements imposed on others (s18);
• the duty to keep the responsible Minister and Finance Minister informed (s19).
5. In addition, the
PGPA Act confers on accountable authorities various responsibilities
and powers to promote high standards of accountability and performance. These
requirements include:
• preparing a corporate plan for the entity and its subsidiaries (s35);
• preparing budget estimates (s36);
• keeping records about and measuring and assessing the performance of the entity
(ss37 & 38);
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• preparing an annual performance statement for the entity (s39);
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• keepingproperaccountsandrecordstoexplaintheentity’sfinancialposition(s41),
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• preparingannualfinancialstatementsfortheentityanditssubsidiariesand
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ensuring that the statements are audited (ss42 and 44);
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• ensuring that the entity has an audit committee (s45); and
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• providing the Minister responsible for the entity with a copy of the annual report
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7e Australian Public Service Commission Audit
and Risk Management Committee
Members:
Name
Role
AnnetteCostello—formerCommonwealthemployee
External Member and Chair
PeterYuile—formerCommonwealthemployee
External Member
LilyViertmann—CFO,AustralianBureauofStatistics
External Member
Vacant
Internal Member
Observers and guests:
Name
Role
s 47F
,ANAO
Observer
s 47F
—ANAO
Observer
s 47F
Observer
s 47F
Observer—InternalAuditor
s 47F
Observer—InternalAuditor
s 47F
—ChiefFinancialOfficer
Observer
ClarePage—GroupManager,Corporate
Observer
s 47F
—FinancialAccountant
Observer—FinancialStatementsSub-committee
Commissioner/Deputy Commissioner/First Assistant Commissioner
Guest for standing agenda item
Secretariat:
Name
Role
CorporateGroup—currentlyrepresentedbyCorporateExecutive
Officer s 47F
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• TheCommitteemeetsfivetimeayear—fourstandardmeetingsandone,usually
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• Fourmembercommittee—threeexternalandoneinternal.
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7e Australian Public Service Commission Audit
and Risk Management Committee (cont.)
Annette Costello
Chair
Governance, Risk & Compliance specialist at Cordelta. Governance risk and compliance
manager,AirservicesAustralia,Nov2015–Aug2017—SESBand1equivalent.
Annette has held a number of governance and risk related roles and is a professional
member Risk Management Institute of Australasia (RMIA) and Information Systems Audit
Control Association (ISACA).
Peter Yuile
External member
Former Executive Director, Tourism, Education and Corporate Operations, Austrade.
Prior to joining Austrade, Peter held the positions of Deputy Secretary, Department of
Transport and Regional Services (2000-2005) where he was responsible for aviation,
transport security and regional policy and services issues; and Deputy Secretary,
Department of Agriculture Fisheries and Forestry (2005-2007), where he was also the
Executive Director in charge of the Australian Quarantine and Inspection Service.
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Lily Viertmann
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External Member, ABS
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ChiefFinanceOfficerandChiefRiskOfficer,AustralianBureauofStatistics.Lilyhasover
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