Annual Report Australian Public Service Commissioner Annual Report 2004-05 Incorporating the Annual Report of the Merit Protection Commissioner 2004-05 (c) Commonwealth of Australia 2005 ISSN 1032 0350 ISBN 0 9757584 4 6 This work is copyright. Apart from any use as permitted under the Copyright Act 1968, no part may be reproduced by any process without prior written permission from the Commonwealth available from the: Commonwealth Copyright Administration Attorney-General's Department Robert Garran Offi ces National Circuit Canberra ACT 2600 www.ag.gov.au/cca AUSTRALIAN PUBLIC SERVICE COMMISSIONER LYNELLE BRIGGS The Honourable John Howard MP Prime Minister Parliament House CANBERRA ACT 2600 Dear Prime Minister In accordance with the provisions of section 44 of the Public Service Act 1999, I present to you my report for the financial year ending 30 June 2005. Incorporated with the report is the report of the Merit Protection Commissioner for the financial year ending 30 June 2005. The incorporated report of the Merit Protection Commissioner is published in accordance with the provisions of section 51 of the Public Service Act 1999. The Requirements for Annual Reports, approved by the Joint Committee of Public Accounts and Audit, require that a copy of these reports be laid before each House of Parliament on or before 31 October in the year in which the report is given. I thank my staff in the Commission for continuing to provide high quality support to me in my role and high quality service to the Australian Public Service. I also thank our clients who continue to support us and provide valuable feedback that helps us to constantly improve our services to them. Yours sincerely Lynelle Briggs October 2005 iii GUIDE TO THE REPORT The Australian Public Service Commissioner' Annual Report 2004-05 is provided in accordance with the provisions of section 44 of the Public Service Act 1999 (the Act). It incorporates the Annual Report of the Merit Protection Commissioner who reports separately on his statutory responsibilities in part four of this report. To facilitate transparent reporting, the report has been constructed to reflect the Commission's outcomes-output structure. Part one Overview includes the Public Service Commissioner's Review and a Commission Overview. The Review is an executive summary of the principal developments affecting the Commission's work during the year and its more significant achievements. The Overview outlines the Commission's role, responsibilities, outcome and output structure, and organisational structure. Part two Performance review details our performance against each of the Commission's outputs. The price and performance information in part two covers the Commission as a whole. Pricing includes the work of the Merit Protection Commissioner to ensure comprehensive reporting of resource usage against the output structure. Part three Management and accountability section comments on the development and operation of the Commission's governance arrangements. Part four The Annual Report of the Merit Protection Commissioner is published in accordance with the provisions of section 51 of the Public Service Act 1999. Appendixes include additional information about the Commission as required for reporting. The Commission's Financial Statements are included at Appendix B. The report includes as Appendix C a statement as required under section 8(1) of the Freedom of Information Act 1982. The report can be found on the Internet at www.apsc.gov.au/annualreport. Readers with enquiries about the report or seeking additional information about the Commission should contact: Steve Tomlin Corporate Group Australian Public Service Commission Edmund Barton Building BARTON ACT 2600 Tel: 02 6272 4984 Fax: 02 6272 3542 Internet: www.apsc.gov.au Email: steve.tomlin@apsc.gov.au TABLE OF CONTENTS Letter of transmittal Guide to the report Part one-Overview Public Service Commissioner's review Commission overview Part two-Performance review Performance review Output 1: Policy and employment services Year highlight 1 Output 2: Leadership, learning and development Year highlight 2 Output 3: Organisational performance, promotion and support Year highlight 3 Output 4: Evaluation Year highlight 4 Year highlight 5 Output 5: Merit protection and other services Part three-Management and accountability Management and accountability Part four-Merit Protection Commissioner's annual report Appendixes Appendix A: Resources for the outcome Appendix B: Financial statements Appendix C: Freedom of information Appendix D: Publications and circulars, advertising and market research Appendix E: SES selection activities Appendix F: Delivery of service-wide development activities Appendix G: Staffing profile and equal employment opportunity Appendix H: Report on performance under the Commonwealth Disability Strategy Appendix I: Occupational health and safety Glossary Compliance index Index Figures and tables Figure 1: Commission organisational chart at 30 June 2005 Figure 2: Gazette lodgements 2003-04 and 2004-05 Figure 3: Participation in APS 1-6 development programmes Figure 4: Corporate governance framework Figure 5: Commission revenue Table 1: Summary of performance 2004-05 Table 2: Performance Information-Output 1.1.1-Provide advice and support to government Table 3: Main categories of Adviceline calls, 2004-05 Table 4: Performance Information-Output 1.2.1-Provide advice to agency heads Table 5: Performance Information-Output 1.2.2-Manage Commission responsibilities for SES engagements, promotions and terminations Table 6: Performance Information-Output 1.2.3-Manage international responsibilities Table 7: Performance Information-Output 1.2.4-Produce the Public Service Gazette Table 8: Performance Information-Output 1.2.5-Provide other employment-related services Table 9: Performance Information-Output 1.3.1-Provide other support services to the Commissioner Table 10: Leadership Development Network, attendance, 2003-05 Table 11: Performance information-Output component 2.1.1-Promote effective leadership in the APS Table 12: Attendance at SES breakfasts, 2002-05 Table 13: Programmes most in demand through consultancy services, 2004-05 Table 14: Performance information-Output component 2.1.2-Provide service-wide leadership development and other learning and development services Table 15: Performance Information-Output 3.1.1-Provide advice to government Table 16: Performance Information-Output 3.2.1-Promote better practice governance Table 17: Performance Information-Output 3.2.2- Promote the APS Values and Code of Conduct Table 18: Performance Information-Output 3.2.3-Promote Indigenous employment in the APS Table 19: Performance Information-Output 3.3.1-Undertake research and analysis Table 20: Performance Information-Output 4.1.1-Provide data from the APS Employment Database to agencies Table 21: Performance Information-Output 4.2.1- State of the Service Report (including Workplace Diversity Report) and Statistical Bullentin Table 22: Performance Information-Output 4.2.2- Undertake specific-issue evaluations Table 23: Performance Information-Output 4.2.3-APS Employment Database and related research Table 24: Performance information-Output component 5.1.1-Conduct reviews on behalf of the Merit Protection Commissioner and Parliamentary Service Commissioner Table 25: Performance information - Output component 5.1.2-Respond to whistleblowing reports Table 26: Performance information-Output component 5.1.3- Provide support services to the Merit Protection Commissioner and Parliamentary Service Merit Protection Commissioner Table 27: Commission staff numbers at 30 June 2001 to 2005 Table 28: Participation rates in training and development activities, 2000-01 to 2004-05 Table 29: Salary ranges as at 30 June 2005 Table 30: Performance pay, 2004-05 Table 31: Representation of EEO groups as a percentage, 2000-01 to 2004-05 Table 32: Revenue sources, 2000-01 to 2004-05 Table 33: Reserve funding for leadership development and Indigenous employment, 2003-04 to 2005-06 Table 34: Total planned budget for 2004-05 Table 35: End of year position 2001-02 to 2004-05 Table 36: Use of consultants, 2003-04 to 2004-05 Table 37: Preparation of ministerial briefs and correspondence, 2003-04 to 2004-05 Table M1: Reviews of actions-workload, work completed and timeliness, 1 July 2004 to 30 June 2005 Table M2: Fee-for-service functions-workload and work completed, 1 July 2004 to 30 June 2005 Table M3: Applications for review of promotion decisions and promotions overturned between 1 July 2004 and 30 June 2005, by agency Table M4: Applications reviewed 1 July 2004 to 30 June 2005 by agency Table M5: Independent Selection Advisory Committees convened 1 July 2004 to 30 June 2005 Table M6: Employment-related services, 1 July 2004 to 30 June 2005 Table M7: Joint Selection Committees convened, 1 July 2004 to 30 June 2005 Table 38: Resources for the outcome Table 39: Advertised SES employment opportunities-Filling method by Band 2004-05 Table 40: Profile of SES by Band and gender at 30 June 2005 Table 41: Comparison of incoming and outgoing SES in 2003-04 and 2004-05 Table 42: Filling of Senior Executive Service employment opportunities advertised in the Commonwealth of Australia Gazette from 2002-03 to 2004-05 Table 43: SES Retirements under section 37 in 2004-05 Table 44: SES separations by type 2004-05 Table 45: SES development programmes 2004-05 Table 46: SES Breakfast briefings 2004-05 Table 47: APS development programmes 2004-05 Table 48: Executive level development programmes 2004-05 Table 49: Graduate development programmes 2004-05 Table 50: Development programmes tailored specifically for client agencies-delivered by regional offices 2004-05 Table 51: Ongoing and non-ongoing staff, 30 June 2005 Table 52: Ongoing and non-ongoing staff, 30 June 2004 Table 53: Senior Executives, 30 June 2005 Table 54: Senior Executives, 30 June 2004 Table 55: Occupational groups by location, 30 June 2005 Table 56: Occupational groups by location, 30 June 2004 Table 57: Representation of EEO groups within salary levels, 30 June 2005 Table 58: Representation of EEO groups within salary levels, 30 June 2004 Part one Overview PUBLIC SERVICE COMMISSIONER'S REVIEW Photo: www.geoffcomfort.com Review Review Lynelle Briggs, Public Service Commissioner I am pleased to present to you my first Annual Report as Public Service Commissioner. I commenced as Commissioner in November 2004 and I am proud to be leading the Australian Public Service Commission in its mission to promote, review and evaluate a values-based Australian Public Service (APS) and to foster its capability. I would like to acknowledge Andrew Podger's valuable contribution as the previous Public Service Commissioner. He brought a wealth of experience and knowledge to the role of Commissioner and during his time the Commission was successful in promoting the APS Values, in enhancing its quality assurance role, and in contributing to building the capability of the APS. Directions The Commission set as its priorities for 2004-05 to further strengthen its evaluation role, particularly around promoting and embedding the APS Values, and to provide practical support to help build the capability of the APS for the future, with a strong focus on leadership development. There are also increasing expectations that the Commission will make a more substantial contribution to debates on the directions of further public service reform. As Commissioner, I am focusing the Commission's work programme on the contemporary needs of the Government and the APS. I am particularly keen to address critical issues facing the service, including our focus on whole-of-government approach, changing workforce demographics and leadership. I am also keen to contribute to building the reputation and professionalism of the APS and to celebrate its success. We are now setting our evaluation work, including through the State of the Service Report, within a broader framework of public sector reform. Our capability development role is evolving towards a wider, more action-oriented capacity-building focus, including consideration of performance, governance, policy and practices, and culture, while we continue our strong focus on skills development. Our achievements I am highlighting here some of the Commission's major achievements for the year in delivering the outcome the Government has set for our work towards a confident, high quality, values-based and sustainable public service. During 2004-05 we continued to promote and support public sector reform in the Asia-Pacific region. By far the largest element of our international assistance programme in 2004-05 was the Pacific. There was a significant increase in the level of AusAID funded international activities undertaken by the Commission. Specifically, we agreed to deliver a range of public sector reform related projects in Papua New Guinea and the Pacific, as well as Thailand and Indonesia. As part of the Enhanced Cooperation Program we deployed two people to work as advisers on industrial relations and human resources management in the Papua New Guinea Department of Personnel Management. In addition, we continued to provide technical advice and assistance to the Papua New Guinea Public Service Commission on a range of issues. We also supported Australia's interests in the Asia-Pacific region through our Leading Australia's Future in Asia (LAFIA) programme. LAFIA is a senior executive development programme involving an overseas study tour focusing on countries in Australia's region. It enables senior executives to respond strategically to changes in the Asia-Pacific region and develop networks and contacts amongst Australian participants and with their overseas equivalents. Following the Government's decision to adopt a whole-of-government approach to administering Indigenous affairs from 1 July 2004, our work on Indigenous employment in the APS increased markedly. During 2005 we have been developing a whole-of-government strategy aimed at improving Indigenous employment in the Commonwealth public sector by helping agencies implement workable initiatives to attract, recruit, develop and retain Indigenous employees. I welcome the most senior Indigenous person in the APS, Pat Turner, to the Commission. Pat has taken up a leadership role in the Commission as the Aboriginal and Torres Strait Islander Employment Coordinator, working with me to foster Indigenous employment in the Service. During the year the Minister invited me to join an Employer Roundtable for People with Disabilities. The roundtable was established to provide high-level advice to the Government on ways to increase workforce participation for people with disabilities through increased employer demand. The roundtable comprised employers and peak bodies. Engaging employers in this reform is critical, and will provide a crucial base for developing and implementing employment initiatives. The Commission has continued to support the work of the Management Advisory Committee (MAC). MAC was established under section 64 of the Public Service Act 1999 to advise the Government on matters relating to management of the APS. The Secretary of the Department of the Prime Minister and Cabinet chairs MAC, and I am its executive officer. During the year the Commission hosted a MAC project that will provide guidance to the APS on contemporary workforce management strategies. The Commission evaluates APS performance through our annual State of the Service Report to parliament. Under section 44(2) of the Act, I am required to report annually on the state of the APS. While the Act does not specify the issues to be covered in the report, the approach has been to focus evaluation on the extent to which agencies incorporate and uphold the APS Values (in line with section 41(1)(a) of the Act). The State of the Service Report 2003-04 covered relations with the Government and parliament, relations with the public, workplace relationships and personal behaviour. Coverage also included embedding the APS Values, workplace diversity, and building APS capability. We drew upon a number of sources to prepare the report. These included our own research and employment database, published and unpublished material from other agencies and parliamentary committees, Australian National Audit Office reports, and employer and employee surveys. The 2003-04 report highlighted five critical challenges for the APS in the coming year: • building and sustaining the capability of the APS • ensuring whole-of-government capacity • ensuring diversity in the APS • ensuring an effective relationship between the APS and the Government and parliament • embedding the APS Values and the Code of Conduct. This year we have been reviewing and developing a new suite of Senior Executive Service (SES) leadership programmes for 2005-06 based on the Integrated Leadership System (ILS), to help build and strengthen the capability of the SES and its feeder group. This suite of programmes will include a number of new programmes that specifically target each of the three levels within the SES. We continue to actively support the Australia and New Zealand School of Government (ANZSOG), by supporting the Executive Fellow Programme, Executive Masters Programmes and executive short courses. ANZSOG is a first-tier professional school established collaboratively by a consortium of Australian and New Zealand governments, universities and business schools. It aims to provide world-class education and development to emerging public sector leaders. I represent the Australian Government on the Foundation Board. The Government announced in May 2005 the provision of a $10 million grant to ANZSOG. The school's research programme is making a considerable contribution to the study of public administration and management in Australia. In June, in conjunction with the Secretary to the Department of the Prime Minister and Cabinet, Dr Peter Shergold, we launched a ground-breaking information resource for agency heads and senior managers titled Foundations of Governance in the Australian Public Service. This resource draws together agency head obligations that are spread through a range of legislation and policy documents across many portfolios. It includes accountability requirements, financial management framework, employment and workplace relations frameworks and management of government information. Our regional offices maintained a strong role in providing learning and development and employment related services to the 66% of public servants working outside Canberra. They also undertake important work in supporting the Merit Protection Commissioner in his statutory role. The Commission continued to support agencies in raising awareness and understanding of the APS Values and the Code of Conduct. We developed a learning and development kit, titled Being Professional in the APS-Values Resources for Facilitators, to provide the variety of information, materials and activities that are needed to deliver highly effective training programmes on the APS Values and Code of Conduct. Slippages We were unable to move as quickly as planned in developing and implementing our new leadership programmes, due largely to delays in finalising tender arrangements for our new panel of providers. As a result, programmes that specifically target each of the three levels within the SES have been delayed. The SES Band 2 programme will now be available in late 2005 and the Band 3 programme early in 2006. The SES Band 1 programmes will be developed during 2005-06 and offered during 2006, however, a new SES orientation programme has been operating during 2004-05. We had hoped to undertake a number of research papers this year. However, due to a change in priorities and tight resources we did not give priority to this work. The programme will be reviewed in 2005-06. How we work On commencing as Public Service Commissioner, I consulted with our clients and stakeholders to gain a clear understanding of their views on the role of the Commission in helping them meet their objectives. Overall, the responses were positive about our services and we have incorporated suggested improvements into our new directions of work. This year we implemented a more streamlined, national approach to our regional services bringing all of the regional offices together in one group. This has enabled us to consolidate our capacity and work more consistently across regions to deliver more efficient services to the Commonwealth public servants working across Australia. Our resourcing for 2004-05 was tight, having carried over an operating loss from the previous financial year. We were able to carefully manage this by reprioritising our work programme and slightly reducing our staffing through natural attrition. Our dependency on revenue generated from the sale of goods and services has grown significantly in recent years from $7.35 million (35% of total budget) in 1997-98 to $15.34 million (47% of total budget) in 2004-05. Accordingly, we need to continue our close management of our work programme and staff numbers to maintain a viable financial position. In October 2004 we conducted a Commission-wide staff survey. The aim of the survey was to obtain feedback on the Commission's culture, working arrangements and internal policies, and to assess the extent to which staff understand the APS Values. Analysis of the responses showed a generally positive view of the Commission as a satisfying place to work. Outlook In moving forward the Commission will continue to: • take responsibility for the Public Service Act and its provisions • develop the capability of public servants based on the core business and values of a modern public service • highlight critical issues of concern to the public service, for example, public sector reform, whole-of-government approaches to working, the aging workforce, leadership and flexible workforce arrangements • bring agencies together where they have common issues and to draw on the lessons when mistakes are made • focus on building up the professionalism, identity and reputation of the APS. In our Corporate Plan, we have identified three top priorities for the Commission in 2005-06. They are to: • foster Aboriginal and Torres Strait Islander employment in the APS through strategies to attract, recruit, develop and retain Indigenous employees • build the capability of the APS through implementing a new suite of leadership programmes for the SES and executive level staff and establishing new programmes for APS 1-6 staff based on understanding the business needs of agencies • ensure a contemporary employment framework for the APS by reviewing the Public Service Act and developing any draft legislation proposals by July 2006. Our work on the State of the Service Report will be undertaken within a broader public sector reform framework. It will continue to provide an excellent overview of how the APS is progressing against key criteria. However, we also intend to focus on the achievements of the APS. We believe that celebrating our key achievements will encourage more balanced coverage and properly acknowledge the things we do well in the APS. I am also delighted that we will be hosting the next biennial conference of the Commonwealth Association for Public Administration and Management in October 2006. The conference will provide an excellent opportunity to showcase public administration in Australia and other Commonwealth public sector jurisdictions. The overarching theme for the 2006 conference is 'capability of the public sector'. I am committed to continuing to develop the capabilities of Commission staff to support our emerging role. We have identified priority areas through workforce planning including strengthening our people management, analytical and research skills and our programme design capability. Given our leadership role in promoting the APS Values, our understanding and modelling of the Values needs to be exemplary. COMMISSION OVERVIEW The Australian Public Service Commission is a central agency within the Prime Minister and Cabinet portfolio. It supports two statutory office holders, the Public Service Commissioner (who is also agency head) and the Merit Protection Commissioner. Our mission is to promote, review and evaluate a values-based APS and to foster its capability. The statutory responsibilities that support our mission are outlined in the Public Service Act 1999 and include: • evaluate the extent to which agencies incorporate and uphold the APS Values • evaluate the adequacy of systems and procedures in agencies for ensuring compliance with the Code of Conduct • promote the APS Values and the Code of Conduct • develop, promote, review and evaluate APS employment policies and practices • facilitate continuous improvement in people management throughout the APS • coordinate and support APS-wide training and career development • contribute to, and foster, leadership in the APS • provide advice and assistance on public service matters to agencies on request • provide external review of actions by the Merit Protection Commissioner. The Commission works to achieve an outcome specified by government, namely: 'a confident, high quality, values based and sustainable Australian Public Service'. To fulfil our statutory responsibilities and deliver on the Government's outcome, we work closely with APS agencies to deliver ongoing services and strategic priorities in five output groups: 1. APS policy and employment services 2. Leadership, learning and development services 3. Organisational performance, promotion and support 4. Evaluation 5. Merit Protection and other services The Commission's activities are funded through a blend of budget appropriation and revenue generated through sale of services. Much of this revenue is earned in an open market where agencies have choices about where they source services and the levels of services acquired. In 2004-05 the Commission received $17.195 million in appropriation funding with the balance of its resources ($15.404 million) coming from non-appropriation measures and gazette revenue. As the agency head, the Public Service Commissioner provides the staff necessary to help the Merit Protection Commissioner perform his functions under the Act. The arrangements for providing staff to the Merit Protection Commissioner are set out in a memorandum of understanding. Commission structure The Commission is led by a four-person Executive (the Public Service Commissioner, the Deputy Public Service Commissioner, the Aboriginal and Torres Strait Islander Employment Coordinator and the Merit Protection Commissioner) and has six groups. A group manager, who is individually responsible for the performance of their group, leads each group. The Commission's organisational chart, with the names of senior staff as at 30 June 2005, is at Figure 1. Figure 1: Commission organisational chart at 30 June 2005 (not available in text version) The Policy Group provides advice to government and agencies on the policy and legislative aspects of public administration, people management and employment frameworks within the APS Values and Code of Conduct. It is also responsible for international matters. The Better Practice Group promotes Indigenous employment through a range of strategic recruitment and career development initiatives. It advises agencies on good practice on significant issues facing the APS, such as whole-of-government approaches, mature aged workers, workforce planning and performance management. The Programmes Group builds the capability of the APS by providing a wide range of leadership, learning and development activities for all levels of APS staff including senior executives. The Evaluation Group evaluates and provides information on APS performance through the annual State of the Service Report to parliament and through more specific evaluation and research projects. It maintains the APS employment database, monitors trends and publishes key workforce statistics. The Regional Services Group represents the Commission throughout Australia, helping agencies with people management, including learning and development, promoting better practice, staff selection and review of employment-related actions. The Corporate Group provides strategic management, information, financial, library, legal, parliamentary and support services to help the Commission achieve its mission. It also manages production of the Public Service Gazette. Commission reports/corporate documents As part of its statutory responsibilities, the Commission produces the State of the Service Report (incorporating the Workplace Diversity Report) and the APS Statistical Bulletin, which comment on the performance, nature and composition of the APS during the year. Other key corporate documents the Commission produces are its Corporate Plan, budget statements and a booklet called Introducing the Australian Public Service Commission. Information provided in Commission publications and circulars, as well as speeches given by the Public Service Commissioner, are available on the Commission's web site at www.apsc.gov.au. Commission locations The Commission's national office is in Canberra and it has regional offices in Sydney, Melbourne, Brisbane, Adelaide and Perth. APS agencies in the Northern Territory and Tasmania are serviced from the Adelaide and Melbourne offices respectively. Office locations and contact details are: Australian Capital Territory Edmund Barton Building Barton ACT 2600 T: 02 6272 3977 F: 02 6272 3469 Helpline: 02 6272 3609 New South Wales Level 16 447 Kent Street Sydney NSW 2000 T: 02 9286 2400 F: 02 9264 8379 Victoria Level 6 303 Collins Street Melbourne Vic. 3000 T: 03 8610 1522 F: 03 8610 1594 Queensland 11th floor 300 Ann Street Brisbane Qld 4000 T: 07 3236 4877 F: 07 3221 0806 Western Australia Level 1 St Georges Square 225 St Georges Terrace PERTH WA 6000 T: 08 9226 1977 F: 08 9226 5977 South Australia 3rd Floor 70 Hindmarsh Square Adelaide SA 5000 T: 08 8224 0955 F: 08 8223 5866 Hobart is serviced through Melbourne Darwin is serviced through Adelaide Commission overview 99 part two Performance review Part Pa PERFORMANCE REVIEW Review Table 1: Summary of performance 2004-05 Output Activity Budget outcome 1.0 Policy and employment services 1.1.1 Provide advice and support to government $0.318m 1.2.1 Provide advice to agency heads $1.285m 1.2.2 Manage responsibilities for SES $0.329m 1.2.3 Manage international responsibilities $1.523m 1.2.4 Produce the Public Service Gazette $1.078m 1.2.5 Provide other employment-related services $3.105m 1.3.1 Provide other support services to Commissioner $0.340m 2.0 Leadership, learning and development 2.1.1 Promote effective learning in the APS $0.933m 2.1.2 Provide service-wide leadership development $13.967m 3.0 Organisational performance, promotion and support 3.1.1 Provide advice to government $0.050m 3.2.1 Promote better practice $2.338m 3.2.2 Promote the APS Values and Code of Conduct $0.694m 3.2.3 Promote Indigenous employment $1.633m 3.3.1 Undertake research and analysis $0.046m 4.0 Evaluation 4.1.1 Provide data from APSED $0.148m 4.2.1 Evaluate and provide information on APS performance through State of the Service report $0.978m 4.2.2 Undertake specific evaluations $0.244m 4.2.3 Maintain APSED and undertake related research $1.036m 5.0 Merit protection and other services 5.1.1 Conduct reviews $2.132m 5.1.2 Respond to whistleblowing reports $0.119m 5.1.3 Support the Merit Protection Commissioner $0.303m * change of priorities or decrease in demand To enable ease of access and reading, we are reporting against the activity level under each output group. This is the level at which performance indicators are established. We have excluded the intermediate output level-Ministerial and Parliamentary Services, Service Delivery and Research, Analysis and Evaluation- as these terms are general in nature and do not add to the quality of reporting. POLICY AND EMPLOYMENT SERVICES Output one Output 1 is drawn from the Commissioner's statutory role, listed in section 41 of the Public Service Act 1999, in particular, her responsibilities to: • develop, promote, review and evaluate APS employment policies and practices • provide advice and assistance on public service matters to agencies on request. Achievements Our achievements under Output 1 this year included: • preparing and publishing Foundations of Governance in the Australian Public Service • providing advice on and developing proposed amendments to regulation 2.1 on disclosure of information • securing a significant increase in the level of AusAID funded international activities to promote and support public sector reform, particularly in the Pacific and Papua New Guinea • providing effective support for abolition of the Aboriginal and Torres Strait Islander Commission and the Aboriginal and Torres Strait Islander Services to enable employees to be moved to eight different APS agencies and one non-APS Commonwealth agency • providing support to the Management Advisory Committee (MAC). Slippages We did not achieve our target of hosting 35 visits of overseas delegations. The number of overseas delegation visits the Commission coordinated and hosted declined from 58 in 2003-04 to 25 in 2004-05. This was mainly due to a decline in the number of visiting delegations from China. The total price for Output 1 is $7.978 million. Provide advice and support to government One of the Commission's central roles is to provide high quality, timely advice and support to the Government on APS policy. During the year, we forwarded 22 (52 last year) formal submissions to the Minister and actioned 16 (28 last year) items of ministerial correspondence or representations. The lower number of formal submissions was largely related to the federal election in October 2004 and the need for fewer legislative changes in 2004-05; it was close to the estimate of 24 submissions. The Commission continues to measure the quality and timeliness of advice provided to the Minister. The Minister is asked to assess briefs against documented standards and rate them against a scale of one to five with five being excellent. In 2004-05, the Minister provided ratings for 18 of the 22 briefs forwarded for his consideration. All received a rating of four or more. The rating system provides important feedback to staff who brief the Minister, so they can refine and improve the provision of their advice and support. Major policy issues A major focus of the Commission's policy advice in 2004-05 continued to be operation of the Public Service Act framework and supporting documentation. In particular: • With effect from 23 December 2004 changes were made to the rules governing APS employees disclosing work-related information. However, on 16 June 2005 the Senate disallowed the amending regulations, and revived former regulations from the same date. The Commission issued interim advice on the disallowance of the amendments on 17 June 2005. Disclosure of information by APS employees is discussed in more detail below. • Although the Review of the Corporate Governance of Statutory Authorities and Office Holders (the Uhrig review) made no specific reference to the issue of Public Service Act 1999 coverage, the Commissioner has encouraged portfolio departments and their ministers to consider the appropriateness of employment under the Act during any review of bodies arising from the Uhrig review. The Commissioner has noted that, in relation to the issue of Statements of Expectation and Intent to be issued by ministers and statutory authorities respectively, it is important for APS bodies that these statements do not detract from the values and accountability framework in the Act. In addition, for agencies that remain outside the APS, the Commissioner also promoted the opportunity provided through using Statements of Expectations and Intent to consider applying a values-based approach to other areas of government activity. • Following the administrative rearrangements arising from the October 2004 federal election, the Commissioner asked Portfolio Secretaries to identify possible areas where implementation of machinery-of-government changes could be improved. The Commission will chair a working group to examine in detail the issues raised by Secretaries and to look at developing consolidated guidance on better practice. The first meeting will be held in early 2005-06. • We undertook a review of the current arrangements relating to leave without pay for an APS employee taking up a full-time statutory appointment. Amendments to the Prime Minister's Public Service Directions 1999 are expected to be made early in 2005-06 and the Commission will issue advice to agencies on the scope of the changes. • In June 2005 we commenced a low-level review of the Public Service Act 1999 and associated subordinate legislation. The Act has been in operation for over five years. During that time some amendments have been made to the Regulations and the Commissioner's Directions to clarify the intent of the legislation and to address emerging issues. Some background work was undertaken to identify policy and technical issues to be addressed. Disclosure of information In December 2003 Justice Finn's decision in the case of Bennett v The President, Human Rights and Equal Opportunity Commission [2003] 204 ALR 119 (the Bennett case) cast doubt on the validity of Public Service regulation 2.1. This regulation deals with the unauthorised disclosure of work-related information by APS employees. It was regarded as part of the APS Code of Conduct. To remove uncertainty about the validity of the provision, a replacement regulation was developed, taking account of Justice Finn's comments in the Bennett case. Public Service Amendment Regulations 2004 (No. 2), substituting a new regulation 2.1, became effective on 23 December 2004. The amendments were open to the usual parliamentary scrutiny and therefore subject to a notice of disallowance in either House of Parliament within fifteen sitting days of tabling, on 8 February 2005. On 16 June 2005 the Senate voted in favour of a motion put by the Opposition to disallow the amendments. The disallowed regulation was in force from 23 December 2004 until 15 June 2005. The disallowance rendered it ineffective from and including 16 June 2005 and revived former regulation 2.1 from the same date. On 17 June 2005 the Commission issued Circular No 2005/3: Disallowance of Amendments to the Public Service Regulations 1999 - Regulation 2.1 (Disclosure of information), advising agencies of the disallowance, and that the Government was considering what steps it might take to ensure an appropriate balance between the ability of public servants, as citizens, to discuss important issues, and the need to ensure the confidentiality of government information where appropriate. Parliamentary inquiries During 2004-05, the Commission was involved in one parliamentary inquiry initiated by the Senate. The Commission coordinated the Government's response to the Senate Finance and Administration References Committee report on recruitment and training in the APS. The response was tabled in the Senate on 10 March 2005. Table 2: Performance Information: Output 1.1.1- Provide advice and support to government Target Result Quantity Number of items to Ministers: responses to ministerial correspondence-estimate 36 Overestimated: Only 16 responses to ministerial correspondence question time briefs-estimate 5 Exceeded. 10 new question time briefs Ministerial requests for briefings-estimate 24 Achieved. 22 ministerial briefings Quality Percentage of items rated satisfactory or higher in terms of relevance, quality and timeliness. Target is 100%. Achieved. 100% rated briefs at a higher than satisfactory standard Estimated price: $0.397 million Actual: 0.318 million Lower than estimated price due to the allocation of resouces to other priorities. Provide advice to agency heads One of the Commission's central roles is to provide high quality, timely advice and support to agency heads on APS policy and legislation, and to support the Management Advisory Committee. Employment Policy Adviceline Service During the year, the Commission took steps to improve the quality of its telephone and email advisory service. The service has been renamed the Employment Policy Adviceline, reflecting the focus of the service. A new answering system was introduced in November 2004 to electronically screen calls and redirect callers to the most appropriate area of the Commission. This has led to a significant decline in the number of calls about the Commission's public programmes and calls that should go through the switchboard. Despite the change of name and diversion of calls, the total number of calls the Adviceline recorded fell only slightly when compared with last year's figures (3469 compared to 3655 in 2003-04). The percentage of advice sought by email, however, has steadily increased as the Commission has encouraged agencies to seek advice on more complex or sensitive issues in writing. Approximately 30% of communication with the service is now by email rather than by telephone. The email address is now employmentadvice@apsc.gov.au. Table 3 identifies the main categories of calls received. Calls relating to selection, movement and placement of APS employees continue to dominate. Table 3: Main categories of adviceline calls, 2004-05 Subject 2004-05 2003-04 Staffing matters 812 755 General legislative issues 298 233 Review matters 270 259 Conditions/entitlements 251 175 Separations 234 158 Values/Code of Conduct 187 233 SES matters 46 62 Mobility/reciprocal mobility 16 22 Competencies/qualifications 10 21 Publications and circulars This year, as part of our role in updating agencies on a range of human resource management issues, we: • made greater use of our web site for disseminating information to agencies, including a new section with answers to frequently asked questions. For the first time, access to newly released policy publications was only through the web site. Printed versions will be distributed to agencies by August 2005 • issued nine circulars notifying agencies of changes to the Public Service Regulations, policy developments, operation of the employment database and release of new publications • issued two publications that consolidated policy advice on issues relating to ongoing employment and conditions of engagement • introduced changes to the presentation of our publications on employment issues. The new format includes flowcharts or checklists and answers to frequently asked questions. Two other publications are close to completion and will be finalised early in 2005-06. Informal feedback from agencies has been favourable. The Commission's 2003-04 annual report noted that the Australian National Audit Office had undertaken an audit of compensation payments and debt relief in special circumstances during 2003-04 (Audit Report No. 35 2003-04). The Australian National Audit Office consulted the Commission in relation to the references in the audit report to these special payments made under section 73 of the Act. In October 2004, we issued revised advice to agencies on section 73 payments. It is intended that section 73(6) of the Act will also be amended in financial framework amendment legislation being coordinated by the Department of Finance and Administration. In addition, we published our third occasional paper, A History in Three Acts-Evolution of the Public Service Act 1999, in October 2004. A full list of publications and circulars can be found at Appendix D. Foundations of Governance in the Australian Public Service On 1 June 2005 the Secretary of the Department of the Prime Minister and Cabinet, Dr Peter Shergold, and the Public Service Commissioner, Lynelle Briggs, launched Foundations of Governance in the Australian Public Service, a groundbreaking information resource for agency heads and senior managers. Foundations of Governance in the Australian Public Service is both a publication and an interactive Internet resource that draws together agency head obligations that are spread through a range of legislation and policy documents across many portfolios. It is designed to help agency heads meet their obligations and responsibilities, particularly newly appointed agency heads. The resources include: • accountability requirements • the financial management framework • the employment and workplace relations frameworks • the management of government information. The need to make this information more accessible, particularly to newly appointed agency heads and senior officers in the APS, was highlighted in a survey of a sample of representative agencies in 2003. The Commission led a small project team in developing Foundations; a reference group comprising officers from a number of central and line agencies guided its work. The Internet resource is available at www.apsc.gov.au/ foundations. With the cooperation of contributing agencies, this resource will be updated on a regular basis. Management Advisory Committee We continued to provide a range of secretariat and research services to the MAC. The committee was established under section 64 of the Act. It is chaired by the Secretary of the Department of the Prime Minister and Cabinet, with the Public Service Commissioner as executive officer. The Committee met twice during 2004-05, in November 2004 and May 2005. The committee currently has 25 members, including all portfolio Secretaries and the heads of the Australian Bureau of Statistics, the Australian Customs Service, the Australian Taxation Office, the Office of Indigenous Policy Coordination, and Centrelink. The Auditor- General is invited as an observer. The committee is charged with advising the Government on matters relating to managing the APS. While it has no statutory powers or executive functions, it provides a forum for members to discuss significant issues of topical and strategic interest to the APS. It first met in December 2000. The committee's four reports: • Performance Management in the Australian Public Service-A Strategic Framework (2001) • Australian Government Use of Information and Communications Technology (2002) • Organisational Renewal (2003) • Connecting Government: Whole of Government Responses to Australia's Priority Challenges (2004) are available on the Commission's web site at www.apsc.gov.au. Two groups, both chaired by the Deputy Public Service Commissioner, have been convened to progress current MAC priorities. One group is charged with implementing the recommendations of the 2004 MAC Connecting Government report. The second is responsible for overseeing a new MAC project. At its November 2004 meeting, the committee decided to prepare a report on managing and sustaining the APS workforce, with a focus on graduate recruitment and career development. A project team was assembled to work on the project in consultation with a Deputy Secretaries Group. The team consists of an SES officer from the Department of Health and Ageing and an executive level employee from Centrelink. Commission staff provide ongoing support, and the Australian Bureau of Statistics has provided assistance with an agency questionnaire on graduate and other recruitment issues. The report on managing and sustaining the APS workforce will expand on the MAC report Organisational Renewal (2003) that analysed the emerging workforce development and succession issues arising from an ageing public service. The report concluded that agencies need to address these issues on the basis of systematic workforce planning. Preparation of the new report has involved: • research and investigative work through a literature review • analysis of the APS Employment Database • analysis of other relevant data, such as past State of the Service surveys, the employee survey conducted for the MAC report Organisational Renewal (2003), and Australian Bureau of Statistics labour force data • discussions with a wide range of APS and external public and private sector organisations • focus group discussions in which APS employees from a broad range of agencies and backgrounds explored their career expectations and preferences • a short questionnaire to all APS agencies seeking information on their graduate programmes and other recruitment activities. The final report is expected to be completed early in 2005-06. Implementation of the recommendations of the Connecting Government (2004) report continued during 2004-05. These were translated into an implementation plan that was considered by MAC in November 2004. To help agencies implement whole-of-government issues, the MAC chair, Dr Peter Shergold, wrote to portfolio agencies in March 2005 about the importance of implementation and provided a checklist of items for attention. A final report on whole-of-government implementation will be presented to MAC in late 2005. A key recommendation of the Connecting Government report was development of a web presence for whole-of-government-the Connected Government web site. The site is designed to provide support to whole-of-government work through practical guidance and by highlighting good practice. A newly-created position of whole-of-government analyst will be located within the Commission to work closely with a range of government agencies, and will be accountable to MAC for supporting connected government by developing, sourcing, managing and evaluating the web site www.connected.gov.au. Year highlight 1 A 'groundbreaking publication' Foundations of Governance in the Australian Public Service The Secretary of the Department of the Prime Minister and Cabinet, Dr Shergold AM, and the Australian Public Service Commissioner, Lynelle Briggs, joined forces on 1 June 2005 to launch Foundations of Governance in the Australian Public Service, a new information resource for agency heads and senior managers. In launching the publication, Ms Briggs said the foundations of governance have changed considerably over the last 25 years. Public expectations and new forms of service delivery have necessitated greater administrative flexibility and less reliance on central rules and processes. Ms Briggs also noted that, while agency heads have benefited from greater flexibility and devolution, a strengthening of accountability and reporting arrangements have accompanied the benefits. Foundations is a publication and Internet resource that for the first time draws together key agency head responsibilities and is designed to help agency heads meet their obligations and responsibilities. It covers a wide range of agency head responsibilities including: • accountability requirements • the financial management framework • the employment and workplace relations frameworks • management of government information. Ms Briggs said that the breadth of information covered and the ready accessibility of the resource was its great strength. Foundations will be of particular value to those newly appointed to such duties, by providing them with concise information about the key elements of the legislative and policy framework within which agency heads operate. The resources will also be of considerable assistance to many senior managers-for example, heads of corporate. The Australian Public Service Commission led the Foundations project, with the support of a reference group, comprising both central and line agencies. The Foundations resource reflects input from the reference group, and from many other agencies. Collaboration with central and line agencies was critical to bringing the project to fruition-and will be crucial to keeping the Internet resource up to date in the future. The Internet resource is available at www.apsc.gov.au/foundations. Table 4: Performance Information: Output Target Result Quantity Number of reports and responses to requests for information and advice: ? responses to correspondence-estimate 28 Exceeded: 48 responses to correspondence. Increase is largely due to the amendment to Reg 2.1 in September. [note: this figure does not include responses to the growing number of emails seeking advice direct from policy advisers] ? telephone enquiries-estimate 3200 Achieved: Over 3400 telephone and email enquiries handled through the Adviceline ? reports, circulars and publications-estimate 29 Overestimated: 22 reports, circulars and publications were released Secretariat services provided to the Management Advisory Committee (MAC) and operational support to the Commissioner as the Executive Officer of the MAC-estimate 3 MAC meetings and 2 MAC projects to be supported The Commission provided support for ? 2 MAC meetings (in November 2004 and May 2005), and ? 4 meetings of the whole of government Deputy Secretaries Group and 4 meetings of the APS workforce Deputy Secretaries Group Quality A high level of satisfaction of the MAC with the relevance, quality and timeliness of advice and support provided Achieved: Whole-of-government implementation is now a central priority for MAC member agencies. A website will be operating in the second half of 2005. The APS workforce Deputy Secretaries Group provided MAC with a draft report for release in the second half of 2005. MAC members also indicated full satisfaction with the support provided by the Commission. Estimated price: $1.245 million Actual: $1.285 million Manage Commission responsibilities for SES engagements, promotions and terminations The Commissioner has a number of responsibilities in relation to Senior Executive Service (SES) staffing arrangements under the Act and Commissioner's Directions. SES selections In 2004-05, the Commissioner endorsed 189 selection exercises, with agency heads making decisions to fill 339 advertised SES employment opportunities by promotion, engagement or movement at level during the year. In reviewing requests for endorsement, the Commission maintained an effective turnaround rate, the average remaining at less than one working day per request. SES retirement under section 37 Section 37 of the Public Service Act provides agency heads with the capacity to offer a financial incentive to an SES employee if they retire within a specified period, subject to the Commissioner agreeing to the amount to be paid as the incentive. In 2004-05, 44 section 37 retirements took effect, a level of usage similar to recent years. Appendix E contains the SES profile at 30 June 2005 together with details of promotions, engagements and movements at level to advertised SES employment opportunities, section 37 retirements by agency and all SES separations by type during 2004-05. SES Adviser The Group Manager, Policy Group, undertakes the role of SES Adviser. The SES Adviser is available to SES employees seeking advice on career options, in particular those SES employees who are considering offers to retire under section 37 of the Act. Such advice was provided on approximately 50 occasions in 2004-05. Succession management in the APS The Commissioner has continued to gather relevant information from Secretaries on succession management issues, including views on the quality of the Senior Executive Band 3 group and who, amongst that group, might be ready for advancement to more senior positions. The Commissioner will use this information to advise the Secretary group on succession management matters in general, and in particular to assist the Secretary of the Department of the Prime Minister and Cabinet in his role advising the Prime Minister on suitable candidates for actual agency head vacancies. The Commissioner will be gathering information and holding discussions with Secretaries early in 2005-06, which will be followed up on an annual basis to maintain the currency of the information held. Table 5: Performance Information-Output 1.2.2-Manage Commission responsibilities for SES engagements, promotions and terminations Target Result Quantity Number of SES engagements, promotions and terminations-estimate 200 Exceeded: 233 matters resolved. Quality 95% of agency SES employment recommendations able to be endorsed within one week of receipt of documents Exceeded: 100% of SES employment recommendations endorsed by the Commissioner within one week of receipt. Estimated price: $0.295 million Actual: $0.329 million Consistent with estimated price Manage international responsibilities The Commissioner has a number of responsibilities in the international arena. They include participating in international organisations, hosting overseas delegations, supporting public sector reform in the Asia-Pacific region and participating in conferences. Participating in international organisations We continued to participate in international organisations interested in public administration. In particular: • The Public Service Commissioner visited Apia, Samoa in October 2004 to participate in a regional forum 'Reinventing Government in the Pacific Islands' organised by the United Nations' Department of Economic and Social Affairs; a seminar on 'Globalisation, Security and Development' organised by the Eastern Regional Organisation for Public Administration; the 50th Executive Council Meeting of the Eastern Regional Organisation for Public Administration; and the regional meeting of the heads of public services. • In October, the Commissioner and the Group Manager, Policy Group, attended the 10th Commonwealth Association for Public Administration and Management board meeting and conference on 'Networked Government' held in Singapore. • The Group Manager, Policy Group attended an international seminar in Seoul on 'The Senior Civil Service System among Developed Countries: A Lesson for Korea', hosted jointly by the Korean Civil Service Commission and the Korea Development Institute in December 2004. • The Commissioner held discussions with the State Services Commission and NZAID on the Commission's engagement in the Pacific, while she attended the Australia New Zealand School of Government Board meeting in Wellington in March 2005. • The Deputy Public Service Commissioner visited Paris from 31 March to 1 April for the 31st Session of the OECD's Public Governance Committee and was elected to the Committee's Bureau. • In April 2005, the Commissioner attended a Commonwealth Association for Public Administration and Management board meeting held in Paris to finalise the Association's strategic plan 2005-2009 and to settle the programme for the biennial conference to be held in Australia in 2006; and visited London for bilateral discussions with the United Kingdom Cabinet Office. Hosting visits by overseas delegations The number of overseas delegations visiting the Commission to discuss public sector reform and the Commission's role and responsibilities declined from 58 in 2003-04 to 25 in 2004-05. The number of visitors was 166 (down from 557 in 2003-04). Visits from Asia accounted for 72%. China remained the country with the largest number of visits (seven) and visitors (85); however, this was a significant decline on 2003-04 when there were 27 visits from China totalling 400 visitors. Other Asian visitors were from India, Korea, Japan, Malaysia, Nepal, Pakistan, Singapore, Thailand and Vietnam. The remaining visitors were from Argentina, Belgium, Fiji, New Zealand, Papua New Guinea, Samoa, Tonga and the United Arab Emirates. All delegations included senior public sector officials and some included relevant Ministers. Supporting public sector reform in the Asia-Pacific region There was an increase in the level of AusAID funded international activities undertaken by the Commission to promote and support public sector reform, particularly in the Pacific and Papua New Guinea. Specifically, the Commission agreed to deliver a range of public sector reform related projects in Papua New Guinea and the Pacific, as well as Thailand and Indonesia. In April and June 2005 APS officials visited Thailand to provide technical assistance to the Office of the Public Sector Development Commission on development of an effective human resource policy framework and to the Office of the Civil Service Commission on development of a human resource management assessment and evaluation system. A successful study visit to Australia was arranged in June for seven senior officials from the Office of the Civil Service Commission to gain an appreciation of the approach in Australia to performance assessment and evaluation. Assistance in Indonesia was disrupted by the bombing at the Australian embassy and the delay in appointing a new head of the Indonesian National Civil Service Agency. We deployed two people to work as advisers on industrial relations and human resource management in the Papua New Guinea Department of Personnel Management as part of the Enhanced Cooperation Program. In addition, we continued to provide technical advice and assistance to the Papua New Guinea Public Service Commission on a range of issues. These included handling of appointments and terminations of departmental Secretaries and provincial administrators, case management practices and procedures, and training review officers. The largest element of the Commission's international assistance programme in 2004-05 was conducted in the Pacific region. During the year we: * organised three-month work placements with Australian federal, state and territory agencies for four participants in the Pacific Islands Scholarships for Governance Program * provided an opportunity for nine senior officials from a number of Pacific nations to undertake work attachments in Australia * supported organisation of a regional Public Service Commissioners' Conference scheduled to be held in the Cook Islands in March (the conference was postponed because of cyclone damage and will now be held in Fiji in July 2005) * developed two learning and development programmes for current and emerging Pacific leaders to be presented to the next regional conference * established a panel of experts to provide technical assistance in the Asia-Pacific region in a number of different areas. Participating in Public Service Commissioners' conferences During the year the Public Service Commissioner participated in two conferences with counterparts from state and territory governments, and New Zealand. The conferences were held in October 2004 and April 2005 and provided a forum for exchanging information about public sector employment policies and practices, and for considering issues of common interest. At the April 2005 meeting, commissioners discussed shifting the focus of the conferences from information sharing to a more strategic role, such as identifying and progressing specific common issues. There was broad agreement that conferences offer them a vehicle to identify and take action on public sector employment issues of mutual strategic concern. Table 6: Performance Information-Output 1.2.3-Manage Commission responsibilities in international matters Target Result Quantity Services to support initiatives to improve public administration in the Pacific, including secondments to Papua New Guinea, regular meetings of Pacific Commissioners and ANZSOG scholarships Achieved: Arranged 9 work attachments, placed 4 scholarship holders, placed 2 people in Papua New Guinea public service. Meeting of Pacific Commissioners postponed to July 2005 because of cyclone damage in Cook Islands. Number of overseas delegation visits co-ordinated and hosted-estimate 35 Decline: The Commission co-ordinated and hosted 25 visiting delegations. The target was not achieved because of a decline in the number of visiting delegations from China. Quality High level of satisfaction with quality and timeliness of reports. Achieved: Direct positive feedback on quality of reports prepared for Papua New Guinea Public Service Commission. High level of satisfaction by AusAID and aid recipients with advice and services provided. Achieved: No adverse comments received from AusAID. Aid recipients provided direct positive feedback on quality of advice and services provided. High level of satisfaction of the delegations as advised by the third-party organisers. Achieved: Consistently high levels of satisfaction expressed through feedback in formal letters of appreciation and informal emails of thanks from the visiting delegations and organisers. Estimated price: $0.639 million Actual: $1.523 million Increase in the level of AusAID funded international activities Produce the Public Service Gazette The Act requires that the APS provide the community with a reasonable opportunity to apply for public service positions. Publication of notices in the weekly Public Service Gazette fulfils this requirement. The gazette notifies all APS employment vacancies, transfers, promotions and some learning and development opportunities. The Commission is responsible for producing the gazette. The gazette is published in hard copy, online on the Internet at www.psgazette.gov.au and in electronic form for download by agencies that do not provide Internet access for their staff. Data is also transmitted to the Department of Employment and Workplace Relations for display on the Australian Jobsearch site at www.jobsearch.gov.au. During 2004-05, work progressed on enhancements to the gazette publishing system to improve the process for lodgement of notices by agencies. The first stage of enhancements will provide significant usability and productivity improvements for agencies and will be completed in early 2006. Subsequent enhancements will improve functionality. The number of notices lodged increased in 2004-05 to 39,000-a 22% increase on 2003-04 (31,900). This increase returns the number of notices lodged to the 2002-03 level when 39,100 notices were lodged. Most of this increase took place in the latter part of the financial year and reflects major recruitment activities in two large agencies-the Australian Taxation Office and the Department of Defence Demand for the hard copy version of the gazette has been declining for several years and this pattern continued during 2004-05. The total number of hard copy gazettes produced annually has declined by a further 33% during 2004-05. We are considering phasing out the hard copy version of the gazette in conjunction with introducing an enhanced electronic format, given the obvious preference for the electronic form and the relatively high cost of small print runs. Table 7: Performance Information: Output 1.2.4-Produce the Public Service Gazette Target Result Quantity Quantity 50 gazettes produced in accordance with requirements. Achieved. 50 gazettes produced in accordance with requirements Quality 100% of gazette entries accurately published in accordance with legislative requirements. Achieved. No significant errors or omissions identified Estimated price: $1.178 million Actual: $1.078 million Decrease due to decline in demand for hard copy version of the gazette Provide other employment-related services The Commission provides advice to agencies on the operation of relevant legislative provisions applying to administrative re-arrangements as a result of machinery-of-government changes. We are also responsible for executing the necessary legislative instruments to effect the movement of staff associated with these changes. Following the 2004 federal election, we issued comprehensive advice to agencies on the employment and workplace relations aspects of the machinery-of-government changes announced by the Prime Minister. This advice, which was prepared in consultation with the Department of Employment and Workplace Relations, is contained in circular 2004/5 and is available on our web site. Administrative re-arrangement casework The Commission handled 36 administrative re-arrangements during 2004-05. Significant changes included: * Abolition of the Aboriginal and Torres Strait Islander Commission and the executive agency known as Aboriginal and Torres Strait Islander Services as a result of the Government's decision to devolve responsibility for Indigenous policy issues to mainstream departments. Aboriginal and Torres Strait Islander Commission and Aboriginal and Torres Strait Islander Services employees were moved to eight different APS agencies and one non-APS Commonwealth agency. * Abolition of three executive agencies-the Australian Greenhouse Office and the National Oceans Office, whose functions and staff were moved to the Department of the Environment and Heritage; and the Australian Government Information Management Office, whose functions and staff were moved to the Department of Finance and Administration. * Establishment of a new Department of Human Services that is responsible for developing, delivering and coordinating a number of social and health-related government services to the Australian people. The Child Support Agency and CRS Australia are now operational arms of the department. * Movement of the Australian Protective Service out of the APS to the Australian Federal Police. We prepared and executed the necessary legislative instruments to give effect to these administrative re-arrangements to meet the timeframes set by the Government and by individual agencies. Other issues Other employment-related issues include delegations to outsiders, services provided on a fee-for-service basis, remuneration and workplace agreements, executive remuneration, public interest whistleblowing and the Whistling while they work project. Delegations to outsiders: Section 78(8) of the Public Service Act In order to delegate any powers under the Act to an outsider, that is, a person not employed under the Act, an agency head must obtain the Commissioner's written consent before effecting any such delegations. During 2004-05, the Commissioner agreed to 11 requests for such consent, for delegation of powers to 10 named individuals. Each request was considered carefully, bearing in mind the views and recommendations of the Senate Standing Committee on the Scrutiny of Bills reflected in the Standing Orders. The Committee was concerned to ensure the proposed recipients of such delegated powers possessed the qualifications and attributes they would need to exercise such powers appropriately. Employment-related services provided on a fee-for-service basis Under section 41(1)(k) of the Act, the Public Service Commissioner has authority to provide advice and assistance on request to agencies on public service matters. If this falls outside core business, services are usually provided on a fee-for-service basis. During the year, the overwhelming majority of work undertaken in response to requests for employment-related services involved recruitment and selection of staff. We provided convenors, panel members and support for selection advisory committees across a wide range of agencies. The Department of Defence and the Australian Taxation Office were two of the most frequent users of our services. Other fee-for-service activities included career counselling, alternative dispute resolution and projects on reviews of structures. Employment-related fee-for-service activities include those provided under the Merit Protection Commissioner's functions, such as independent selection advisory committees. This work represented almost 60% of the total amount of selection work conducted by the Commission at the request of agencies. More details about such committees and other fee-for-service activities performed on behalf of the Merit Protection Commissioner can be found in the Merit Protection Commissioner's annual report at Part 4 of this report. Remuneration and workplace agreements The Department of Employment and Workplace Relations (DEWR) provides the Commission with copies of the draft agency agreements so we can review specific elements of the Government's Policy Parameters for Agreement Making in the APS (the policy parameters) for which the Commission is responsible. In 2004-05, we provided comments to DEWR on 32 draft APS agency agreements and six non-APS agreements. All agreements were assessed within the five-day assessment period following receipt, as agreed with DEWR. We also continued to provide good-practice advice to agencies on a range of issues included in their draft agreements that fall outside the policy parameters. The advice we provided during 2004-05 consisted of adherence to the Public Service Act 1999 framework, including broadbanding, merit and open competition, termination, the APS Values and Code of Conduct, management of under-performance and misconduct, and review processes. Executive remuneration The Commissioner and the Secretary of the Department of the Prime Minister and Cabinet provided advice to the Prime Minister on the performance of Secretaries during 2003-04. The Prime Minister considered that advice when determining performance bonuses for Secretaries. The Commissioner also provided advice to the relevant Minister on the performance of the executive agency heads during the year. The Prime Minister endorsed relevant Ministers' determinations regarding performance bonuses for executive agency heads. Public interest whistleblowing The APS whistleblowing scheme is provided for by the Public Service Act 1999 and regulations. Section 16 of the Act prohibits victimisation of or discrimination against an APS employee who reports a breach or alleged breach of the Code of Conduct. The regulations require agency heads to establish procedures for dealing with such reports. The procedures must observe procedural fairness, comply with the Privacy Act 1988 and provide that APS employees in the agency may report breaches or alleged breaches of the Code to the agency head, the Public Service Commissioner or the Merit Protection Commissioner. Generally, disclosures should be made to the agency head, or a person authorised by the agency head, and investigated by the relevant APS agency. Where it is not appropriate for the agency head to deal with a particular matter or where the whistleblower is not satisfied with the outcome of the investigation by the agency, the whistleblower may refer the report to the Public Service Commissioner or Merit Protection Commissioner. Nineteen reports were sent to the Public Service Commissioner during 2004-05, seven more than the number received during 2003-04. Ten of these were from current employees, two were from former employees and seven were from private citizens. The Commissioner is conducting an inquiry into two of the reports from current employees and one from a private citizen, who was a former contract employee. The other 16 disclosures did not meet the criteria for investigation by the Commissioner. Where disclosures did not meet the criteria for consideration, advice was provided on the appropriate ways in which their concerns could be addressed either by referral to the relevant agency head or other administrative review bodies, such as the Commonwealth Ombudsman, Privacy Commissioner and the Social Security Appeals Tribunal. Whistling while they work project In November 2004, under its Linkage Project Scheme, the Australian Research Council approved funding for the Whistling while they work: enhancing the theory and management of internal witness management in public sector organisations project. The Commission is providing some small non-financial support for this three-year project that is being led by the Key Centre for Ethics, Law, Justice and Governance at Griffith University. In the first half of 2005 Commission staff held discussions with the project team about the statutory framework and our experience of the operation of the APS scheme to date. Further information on whistleblowing is contained in the Merit Protection Commissioner's annual report at Part 4 of this report. Table 8: Performance Information: Output 1.2.5- Provide other employment-related services Target Result Quantity Services to support any machinery-of-government changes, approval of delegations and case management of about 490 individual cases Exceeded: 599 cases and 11 consents to delegations to outsiders. Quality 100% of machinery of government changes completed within legislative timeframes Achieved: 100% of 36 machinery of government changes effected within legislative timeframes 100% of comments on draft agency agreements provided within agreed timelines Achieved: 100% of 38 comments on draft APS agency agreements provided within agreed timelines 95% of approval of delegations to outsiders completed within 5 working days Not achieved: 82% of approval of delegations to outsiders completed within 5 working days of receipt, the remaining 2 cases required further information from the requesting agency before any decision could be made. A high level of satisfaction of clients with the accuracy, quality and timeliness of individual cases. Achieved: Client satisfaction with service delivery consistently high as evidenced by very positive feedback. Estimated price: $3.331 million Actual: $3.105 million Slightly lower than estimated price due to reallocation of funds to conducting reviews on behalf of the Merit Protection Commissioner in the regional offices Provide other support services to the Commissioner Other support services to the Commissioner include research and speech writing and supporting the Australia and New Zealand School of Government. Research and speech-writing services Major speeches and presentations by members of the Executive are critical to our engagement with agencies, and with external stakeholders. They also allow us to play an important representational role for the APS, and to test the Commission's research and development work against international practice and academic study. During 2004-05, the Commissioner made 50 presentations, including eight major speeches, six presentations to individual agencies and 36 presentations to multi-agency forums. The Commissioner's outreach and research roles were further enhanced when she joined the National Institute for Governance's Advisory Board in April 2005. Speeches we wrote for the Commissioner during 2004-05 included: * Great expectations-the public sector of the future * A passion for policy? * Synergies: new approaches to working together in government * APS governance * Public sector reform. The Deputy Commissioner also made a number of major speeches and presentations including presenting papers at an OECD symposium on e-government and at a meeting of its Public Governance Committee in Paris, France. Australia and New Zealand School of Government The ANZSOG is a first-tier professional school established collaboratively by a consortium of Australian and New Zealand governments, universities and business schools. It aims to provide world-class education and development to emerging public sector leaders. The Commonwealth became a member of ANZSOG in September 2002 and is represented on the Foundation Board, and on the ANZSOG Research Committee, by the Public Service Commissioner. The Commonwealth's commitment to the school reflects the importance the Government places on ensuring a responsive public sector with effective leadership and the capacity to meet future challenges. The Commission, in consultation with other agencies, has been actively involved in developing ANZSOG to ensure it meets the needs of the APS and provides value for money. The ANZSOG Research Committee coordinates the school's research priorities; its research programme is making a considerable contribution to the study of public administration and management in Australia. The Commonwealth is providing ANZSOG with $200,000 per year for three years (between 2003-04 and 2005-06), matched by the Australian National University (ANU), to establish a strong and relevant research programme focused on collaboration with participating institutions. Professor John Wanna commenced his appointment as the inaugural Sir John Bunting Professor of Public Administration in July 2004, and is leading and coordinating the research programme. Commonwealth funding has also established an executive officer position for ANZSOG Research to help develop research activities. Under the funding arrangements with ANZSOG and the ANU, there is a commitment to facilitate regular ANZSOG seminars and/or workshops, to sponsor PhD students, to develop and maintain an ANZSOG research web site, and to publish a regular research newsletter. In 2004-05, ANZSOG Research conducted two seminars and two workshops. The seminars comprised a speech by Dr Geoff Mulgan on priorities for government reform after an election, and a presentation by Professor Allen Schick on APS and New Zealand public sector financial management. The workshops dealt with academic-practitioner case study writing, and strategic cabinet processes. The Commission provided direct assistance for the former. A research agenda workshop is planned for the first half of 2005-06. ANZSOG produces a regular newsletter that includes a research contribution. The research division also produced an e-newsletter in March 2005. The Commonwealth provides administrative support to the ANZSOG-ANU public lecture series. Professor Rod Rhodes (23 February), the Hon. Bob McMullan MP (27 April) and the Public Service Commissioner, Lynelle Briggs, (29 June) delivered lectures in the first six months of 2005. The APS Research Advisory Committee, which is chaired by the Commissioner, consists of a group of senior executives nominated by their agencies. The committee determines the research interests and priorities of the APS and supports the Commissioner in advising ANZSOG. The Commission will continue to help ANZSOG develop a strong research function in 2005-06. It will also foster strong relations between the APS and the school. In November 2004, ANZSOG and its APS industry partners applied for Australian Research Council funding to undertake two research programmes of importance to the academic community and the APS. The service delivery application, focusing on improving decision making in government service delivery using third party providers, was successful. Table 9: Performance Information-Output 1.3.1-Provide other support services to the Commissioner Target Result Quantity Undertake research and draft speeches. Achieved:12 major speeches and presentations produced for Executive. Secretariat and administrative support for the research component of the Australia and New Zealand School of Government (ANZSOG) agreement. The Secretariat has built a strong working relationship with ANZSOG Research at the ANU. Quality A high level of satisfaction by the Commissioner with the relevance, quality and timeliness of the advice and services provided. Achieved: Papers and speeches prepared to relevant requirements of timeliness, research quality and, in accordance with growing demands, were increasingly analytical. A high level of satisfaction by the APS with the representation of APS interests in ANZSOG research activities. Achieved: APS Research Advisory Committee members were highly satisfied with Committee meetings, briefings provided by the Secretariat for ANZSOG Foundation Board and Research Committee meetings, and opportunities to contribute to the research agenda. Eight APS agencies are involved in preparing applications for ARC grant funding. Estimated price: $0.146 million Actual: $0.340 million Significantly higher than estimated due to reallocation of resources reflecting higher priority given to raising the profile of the Commission. Price for Output 1 The total price for Output 1 for 2004-05 was $7.978 million. This is higher than the estimated price of $7.231 million published in the Portfolio Budget Statements 2004-05. Output 2: Leadership, learning and development Output 2 is drawn from the Public Service Commissioner's statutory role, listed in section 41 of the Act, in particular, her responsibilities to: * coordinate and support APS-wide training and career development * contribute to and foster leadership in the APS. Achievements Our achievements under Output 2 this year included: * launching and disseminating the Integrated Leadership System (ILS) nationally * developing support tools and programmes for the ILS * developing and delivered the new SES orientation programme * delivering two LAFIA programmes and designed a new LAFIA (Pacific) programme for delivery in July 2005 * developing and delivered the new orientation and transition programmes for executive level staff * designing and delivering the new Indigenous executive level programme * contributing to the Australia and New Zealand School of Government by supporting the Executive Fellows Programme, Executive Master Programme and executive short courses * coordinating the Public Sector Management Program including review and implementation of a new updated curriculum * representing the Commonwealth in national vocational education and training arrangements * developing and releasing the Evaluating Learning and Development guide * increasing participation in Commission programmes at all levels nationally. Slippages We did not achieve our target of 100% of new entrants to the SES attending an orientation programme in the first 1-3 years. There was some delay in designing and developing the new SES leadership programmes, however, priority is now being given to this work. The total price for Output 2 for 2004-05 was $14.9 million. Promote effective leadership in the APS The Commission focuses on promoting the importance and relevance of leadership and leadership development. In particular, we: * promote and support agencies' effective response to key leadership initiatives such as the ILS and Management Advisory Committee reports * promote effective leadership development in agencies through the Leadership Development Network * promote and coordinate agency access to a range of leadership development opportunities such as the ANZSOG programmes, the Futures Summit, the Manfred Kets de Vries' Leadership Mystique seminar. The Futures Summit is organised by the Australian DAVOS Connection and focuses on bringing together the leaders of tomorrow with the decision makers of today, across both public and private sectors. Sixty-five executives from 30 APS agencies attended this year's summit in Melbourne in May 2005. The Leadership Mystique seminar presented by Manfred Kets de Vries, Clinical Professor of Leadership Development at INSEAD France, in Canberra in June 2005, was also very well received with 352 executives attending from APS agencies. The Commission has developed a new SES leadership series, Ministerial Conversations, with the key theme of connecting government through working collaboratively across agencies to deliver government policy priorities. This series will bring the SES together to hear Ministers' portfolio policy perspectives, as well as their views on the role of the public service in implementing government policy. The Prime Minister, the Hon. John Howard MP, will speak on the 'Priorities for the Government and the public service in the 4th term' at the inaugural session in August 2005. Regional focus Our regional offices maintain a strong coordination and facilitation role in promoting effective leadership with regional heads by way of various groups and activities. Regional Director Networks exist in all states and territories and in most cases our regional directors and their staff facilitate these networks of senior agency officials. The networks provide a useful basis for building relationships across public sector organisations in areas such as connecting government, leadership initiatives, Indigenous employment and values-based management. Annual regional heads leadership conferences were held in most capital cities during 2004-05. In addition to coordinating the annual Government Business Forum, the New South Wales regional office hosted leadership seminar programmes. One forum was addressed by the Commissioner of the NSW Rural Fire Services, Phil Koperberg, who spoke on managing in times of crisis, and new levels of public scrutiny in the public service arena. The Executive Leadership Group Victoria, facilitated by the Victorian regional office, conducted its annual conference focusing on the changing demography of the Australian population and issues of national and international security. The Queensland Regional Heads Forum hosted the Commissioner, Lynelle Briggs, as guest speaker who addressed the government's priorities for its fourth term, issues facing the APS and the directions she intends to take as Public Service Commissioner. The Western Australia regional office, in conjunction with the Western Australian Regional Directors Network, held its annual leadership convention in August 2004 for senior public sector managers from the APS, state and local government. Integrated Leadership System The Senior Executive Leadership Capability Framework (1999) defines the leadership capabilities required for SES appointments. It guides the Commission and the APS on leadership and career development. The Integrated Leadership System (ILS) is the output of additional estimates funding provided in 2003-04 and 2004-05. It builds on the Senior Executive Leadership Capability Framework by describing the desired behaviours supporting the SES capabilities and clarifying pathways to leadership from Executive Level 1 to SES Band 3. It is supported by a range of tools for agencies and individuals to use in their leadership development. The ILS is the result of significant research across all agencies and is supported by agency heads through the Leadership and Learning Advisory Committee chaired by the Public Service Commissioner. The ILS: * describes the capabilities for an APS-wide SES cohort * identifies how the leadership capabilities at different levels shift * provides guidance for development at different levels or transition to the next level * describes the mix of leadership capabilities, management skills and professional/technical skills and how that mix alters with changes in levels of responsibility * provides a consistent language for leadership development across the APS * examines the changing complexity of roles at different levels as time horizons lengthen, breadth of contact and responsibilities widen, and impact of decisions increases * identifies critical transition points where a new or more complex capability emphasises the shift from one level to the next * aligns with agency in-house leadership development * provides guides and tools to support professional development, career planning and succession management * forms the basis for a new range of SES and executive level development programmes * contributes to the new Indigenous executive level programme * supports realignment of existing Commission programmes. The ILS was launched progressively across Australia during 2004. The launch was highly successful, attracting large numbers of APS and state and territory government representatives. Arising out of the launch, individual courses from the ILS suite of programmes have been delivered in all states. During 2004-05 the Commission developed a series of practical tools to assist individuals at the key transition points in their career development. The ILS Capability assessment kit helps individuals assess their own capabilities, identify leadership capabilities required in their current role and prioritise their development needs. The ILS Capability development planning booklet includes tools and resources to help individuals assess capability requirements, develop appropriate development plans and ensure learning is aligned with agency business needs. Leadership and Learning Advisory Committee The Commissioner consults with Secretaries on development of leadership and development programmes for the SES and executive level staff through the Leadership and Learning Advisory Committee. The advisory committee consists of agency heads from 10 departments and two agencies. In 2004-05, the committee focused mainly on APS agencies implementing the ILS , re-tendering the contract for delivery of the Career Development Assessment Centres (CDAC), and development of new leadership programmes for the SES and executive levels including development of a new Leading Australia's Future in Asia programme to the Pacific (LAFIA Pacific) for SES Band 1s. Connecting Government-Management Advisory Committee Report 4 Connecting Government, Management Advisory Committee Report 4, released in late 2003-04, generated a great deal of interest in capital cities and a number of regional centres. Collaborative presentations and forums were held with state government counterparts around the country. Our regional offices launched the report with the support of state government counterparts in Melbourne, Hobart, Darwin, Brisbane, Townsville, Cairns, Perth, Sydney and Adelaide. The Western Australian regional office hosted an executive briefing on this theme in July 2004. Senior state and APS government officials formed a discussion panel to highlight some of the key learning outcomes from the case studies presented in the report. In addition, the South Australian regional office took a lead role in organising a joint Connecting Government-Creating a Culture for Success conference in Adelaide in April 2005. The South Australian Department of Premier and Cabinet and the South Australian Division of the Institute of Public Administration Australia were co-partners in this very successful event. More than 270 public and private sector employees listened to a range of eminent speakers from all tiers of government address the issue of providing seamless services and programmes to the community. Australia and New Zealand School of Government research programme The ANZSOG is a consortium of Australian and New Zealand governments, universities and business schools, to provide world-class teaching programmes. The Commissioner represents the Commonwealth on the board . The Commonwealth has made a significant investment in ANZSOG through a commitment of places on its flagship teaching programmes over the first three years of its operation and funding its research capacity and future development. In addition to the $600,000 provided for ANZSOG research from 2003-04 to 2005-06, in May 2005 the Australian Government announced provision of a $10 million grant. ANZSOG offers two flagship teaching programmes-the Executive Fellows Programme and the Executive Master in Public Administration. The Fellows Programme is a three-week residential programme targeting SES Band 3 and 2 staff. The Masters course is a two-year part-time programme targeting high-performing Executive Level 2 staff. The level of participant satisfaction on ANZSOG teaching programmes in 2004-05 was high. The 2004 Fellows Programme achieved an overall rating of 4.3 on a five-point scale, with 100% of participants saying they would recommend the programme to others. Evaluations from three cohorts of the Masters course (2003-05) achieved an overall rating of 3.9. During 2004-05, 31 Commonwealth public servants began the third Masters course and 20 Commonwealth public servants participated in the second Fellows Programme. In 2004-05 ANZSOG started its executive short course programme with the title 'IT for senior managers'. We have worked closely with the school and APS agencies to ensure ANZSOG teaching programmes meet the needs of the APS by building leadership capability and skills sets of senior staff and provide value for money. In May 2005, the Commissioner, in consultation with Portfolio Secretaries, secured the Commonwealth's commitment to ANZSOG programmes at current levels of 50 places per year for a further three years from 2006-2008. Commonwealth Association for Public Administration and Management In October 2006 the Commission will help the Australian Government host the next biennial conference of the Commonwealth Association for Public Administration and Management the overarching theme of which is Capability of the Public Sector. The conference will provide an excellent opportunity to showcase public administration in Australia and enable the Australian Government and other public sector jurisdictions, including New Zealand, to work collaboratively within a whole-of-government context. Networks The Commission coordinates a Canberra-based Leadership Development Network that aims to build better practice in leadership development. Members are mainly learning and development practitioners from across the public sector in Canberra. We chair and support the network steering group, with members from a range of agencies that determine topics, speakers and overall direction. There has been a considerable increase in interest in the network over the last 12 months as can be seen in Table 10. Table 10: Leadership Development Network-attendance 2003-05 No. subscribers No. events Total attendance Average attendance per event 2002-03 50 3 218 73 2003-04 38 (-24%) 4 245 (12%) 61 2004-05 51 (34%) 6 459 (87%) 89 Bracket represents % change on previous year 1. Leadership Development Network Breakfast Seminar 25 February 2005-Patricia Scott, 157 enrolments for this event included 79 enrolments from agencies associated with the Department of Human Services. These 79 attendees are not included in the total attendance for the year in this table. If these enrolments were included the total % increase in attendance for the year is 120%. During 2004-05 presentations to the network included ethical challenges of contemporary leadership; measuring and demonstrating the value of leadership development; succession management and the multigenerational workforce; leadership and whole-of-government; and how to implement succession management. Our regional offices facilitate a series of networks in addition to the regional directors networks. Details of these are included under Output 3. Table 11: Performance information-Output component 2.1.1-Promote effective leadership in the APS Target Result Quantity Percentage of APS agencies engaged through at least one scheduled event, activity or network focused on promoting leadership in the APS - target is 75%.> Mostly achieved: all portfolios were involved. 69% of individual APS agencies were engaged through at least one scheduled event focused on promoting leadership in the APS. Most (83%) of the agencies that did not attend an event promoting leadership in 2004-05 were small agencies. Quality 75% of APS agencies in the annual client service survey agree that in promoting effective leadership the Commission provides: ? clarity of information ? accessible means of support ? timely responses to queries ? current and useful information and ? effective transfer of knowledge to others. Client Service Survey is not being conducted until late in 2005. Data is not available for this report. The change in timing for the survey will better inform the Commission's planning and ongoing improvement of programme development and delivery. Data will be available for next year's annual report Participant feedback on programmes indicates greater than 80% satisfaction. Estimated price: $1.953 million Actual: $0.933 million Significantly less than budget as pricing for LAFIA was inadvertently included in the budget for this output (2.1.1) rather than in Output 2.1.2. The actual pricing for LAFIA is included in output 2.1.2 (see Table 14). Provide service-wide leadership development and other learning and development opportunities The Commission offers a comprehensive series of learning and development programmes in all states and territories, specifically designed to build the capabilities of the APS. The delivery options for leadership and other learning and development programmes are varied to meet the differing needs of the client groups in regard to time, budget and identified need. The Commission's particular focus is to: * build the capabilities of the SES through designing and delivering a range of new SES development programmes * align all programmes, where relevant, with the capabilities and behaviours identified in the ILS * ensure learning and development programmes reflect emerging issues that impact on public administration, such as the free trade agreement * ensure the design and development of new programmes for SES and executive level staff is based on current national and international research * introduce leadership and career development programmes for Indigenous employees. We help agencies meet the specific learning and development needs of their staff through our consultancy services team and regional offices that provide tailored programmes and services to agencies. SES development programmes Throughout the year the Commission provided a range of development opportunities for senior executives to hear quality speakers on current and emerging issues, and to build networks across the APS. The Preparing to appear before Parliamentary Committees programme continued to receive positive responses from participants. Three iterations were delivered in 2004-05. The Public servants' accountability, rights and responsibilities programme was cancelled as key presenters had other commitments leading up to the federal election. This programme has been redeveloped with a broader scope and will run in 2005-06 to provide a strategic and practical guide to meeting the expectations of ministers, parliament and the community. The Band 3 forums series offered very senior executives the opportunity to explore current strategic issues associated with * developing the capacity of regional partners in the South Pacific, with discussion led by Bruce Davis, Director-General of AusAID * the economic outlook and the implications for social and economic policy, with discussion led by Dr Ken Henry, Secretary to the Treasury. In addition to the established SES programmes-SES orientation, SES breakfasts and SES snapshots-we held two specific seminars for a broad audience, including senior executives. These were the: * Guidance on 'caretaker conventions'-understand your responsibilities during the caretaker period seminar which attracted 131 participants * Cost-benefit analysis symposium, conducted in conjunction with CPA Australia, which attracted 195 participants. The Commission is developing a new suite of SES leadership programmes for 2005-06, aligned to the Senior Executive Leadership Capability Framework and ILS, to help build and strengthen the capability of the SES with consideration to the varying levels of complexity required at each level. This suite of programmes will include a number of elements that specifically target each of the three levels within the SES. The SES Band 2 programme will be available in late 2005. The SES Band 1 and 3 programmes will be developed during 2005 and offered during 2006. SES orientation The two-day Orientation to the Senior Executive Service programme was run three times between July and December 2004. It was redeveloped as a three-day Senior Executive Service Orientation programme and delivered in June 2005, after trialling a number of versions of a senior executive transition programme. Further iterations have been offered for August, September and November 2005. This new programme gives relatively new senior executives the essential information they need to operate effectively in the APS environment. It is specifically aligned with the capabilities identified in the ILS and includes the governance requirements for senior executives and explores the relationships with ministers and the executive arm of government. Sixty-seven senior executives attended these orientation programmes in 2004-05. Of the senior executives who were engaged and/or promoted into the SES in the last three years: * 29% attended an orientation programme in their first year of service * 4% attended an orientation programme in their second year of service * None attended an orientation programme in their third year of service. The Commission believes all new SES members should participate in such development with their peers. Leading Australia's Future in Asia Leading Australia's Future in Asia (LAFIA) is a senior executive development programme involving an overseas study tour focusing on countries in Australia's region combined with an introductory session and a reflection and recall day. LAFIA aims to: * provide background and context for the international dimension of senior executive responsibilities * enable senior executives to respond strategically to changes in the Asia-Pacific region * develop networks and contacts amongst Australian participants and with their overseas equivalents. Over 150 senior executives from the Australian, state and territory governments have participated in LAFIA since it commenced in 1994. In 2004-05 the Commission led two programmes into Asia: * 20 senior executives undertook a three-week study tour of Japan and China, visiting Tokyo, Beijing and Shanghai in July-August 2004 * 14 senior leaders undertook a three-week study tour of India and Malaysia visiting Mumbai, Bangalore, New Delhi and Kuala Lumpur in April 2005. LAFIA exposes participants to a range of high-level business, government and academic leaders in Australia and overseas. Participants make contact with Australian diplomatic representatives, gaining a better understanding of how the Department of Foreign Affairs and Trade's whole-of-government strategy works, and have time to reflect in the company of peers and take part in the resulting strategic dialogue. The Asia Pacific School of Economics and Government at the Australian National University provides the academic content for the programme. It is anticipated that the Commission will lead the next LAFIA in June 2006. In addition, early in 2005-06 we will lead the first LAFIA programme focusing on near Pacific neighbours where Australian governments are working to improve governance and public safety. LAFIA Pacific will visit Papua New Guinea, Fiji, Solomon Islands and Samoa. SES breakfast seminar series The SES breakfast seminar series continued to attract high levels of participation in 2004-05. Ten breakfast seminars were held with a total attendance of 659-an increase of 13% on the previous year. Table 12: Attendance at SES breakfasts 2002-05 No. subscribers No. events Total attendance No. individuals Average attendance per event 2002-03 37 11 714 404 65 2003-04 39 *(5%) 8 582 (-18%) 395 73 2004-05 48 (23%) 10 659 (13%) 405 66 * Bracket represents % change on previous year Key speakers have included: Professor Martin Linsky from Harvard University, Lynelle Briggs, the Public Service Commissioner, and the Reverend Tim Costello, Chief Executive Officer, World Vision Australia. Professor Linsky's presentation on the challenges and opportunities for public sector leadership in the 21st century attracted a record number of 124 participants. The Commissioner hosted an associated session for Portfolio Secretaries that provided the environment for a robust discussion on issues around leadership. A full list of the SES breakfast seminars can be found on Table 46 in Appendix F. SES snapshots The concept of the SES snapshot series was developed during 2003-04 to provide SES with the opportunity to have a short, highly focused seminar/workshop on a current issue. This year's sessions focused on strategic communication and parliamentary committees, with a continuing strong demand for the parliamentary committee sessions. Eighty-seven senior executives attended five sessions. Executive level development programmes The services provided in the Canberra region support executive level staff and include specific topic-based seminars and programmes through the executive level calendar and the Career Development Assessment Centres. Learning and development programmes for executive level staff in the regions remain one of the key components of our development strategies reflecting the overall importance of this group to the capability of the APS. Advertised programmes for executive staff encompassed a focus on managing behaviour, including practical aspects of managing suspected breaches of the APS Code of Conduct. EL series In 2004-05 we increased the development opportunities offered in Canberra in the EL series with the introduction of four new programmes and one modified programme. New programmes included: * Exploring your leadership capabilities * The essential guide for APS executives * EL 1 transition * EL 2 transition The 71 programmes in the EL series attracted 664 participants, representing a 30% increase on 2003-04 in the number of programmes held, and an 18% increase in the number of participants. The most popular programmes were Management essentials and the new EL 1 transition and EL 2 transition programmes that are specifically based on the capabilities and pathways identified in the ILS. A full list of programmes and participant numbers is included in Table 48 at Appendix F. This table includes other programmes for executives that were delivered in the states. EL forums The EL update sessions offered in Canberra continued to generate consistent interest in 2004-05 with an average attendance of 79 participants for the five sessions. Topics were: * Uhrig report-principles and process of implementation * security within the Australian Public Service * State of the Service Report * parliamentary committees * leadership development imperatives. Executive briefings in the regions were highly successful, attracting large numbers of attendees from state governments and the APS. The Commission's regional offices use different settings to cater to the specific needs and preferences of the respective regions, although the themes are consistent. In New South Wales, lunchtime leadership forums have proved popular, while in Western Australia, the Executive breakfast seminar series has been highly successful. More than 1000 APS, state and private sector representatives have participated in the Western Australian Executive breakfast seminars; keynote speakers have included a variety of high-profile public and professional personalities, including Dr Peter Shergold, the Hon. Jeff Kennett, Dr Germaine Greer, Mick Keelty and George Negus. The Victorian regional office hosted two executive events in Melbourne on governance and public service matters, as well as one in Hobart at which the Merit Protection Commissioner, Mr Jeff Lamond, spoke on the APS Code of Conduct in practice. The Public Service Commissioner, Lynelle Briggs, provided an Executive briefing on the latest developments in the APS to Northern Territory public sector employees. Paul White, Commissioner of the Northern Territory Police, Fire and Emergency Services, spoke at the same forum on issues facing his organisation. Career Development Assessment Centre The Career Development Assessment Centre (CDAC) continues to offer a leadership development opportunity to high performing Executive Level 2 staff from across the public service, providing specific feedback against the capabilities in the Senior Executive Leadership Capability Framework. In our second series, we conducted 10 CDACs for 118 participants. Two CDACs were specifically for the Australian Taxation Office and the other eight were for participants from 33 different agencies. Feedback from participants indicates that over 90% believed attendance had given them a clearer understanding of their strengths and development needs and had helped them be a more effective leader. Seventeen senior executives from nine agencies participated as observers and the remaining 23 observers were retired senior executives and consultants. In response to agency feedback on the value of the CDAC, the Commission will be offering a third series commencing in 2005-06. A provider was selected through open tender for the new series, making closer links to the ILS the established framework for individual development. Senior Women in Management Since its inception in 1988, a total of 437 women have completed the Senior Women in Management (SWIM) programme, with the final intake of women completing the programme in December 2004. Following a review of SWIM in 2004, the Leadership and Learning Advisory Group recommended the Commission cancel the 2005 SWIM programme. We have completed a comprehensive study to inform future leadership development programmes for executive women in the APS. The Leadership and Learning Advisory Group will consider recommendations arising from this project later in 2005. Demand for new programmes to meet agency needs and priorities for diversity in executive staff will be considered. APS 1-6 development programmes Participation in the Commission's APS 1-6 development series increased significantly in 2004-05. Demand for these programmes continues to grow with 2363 participants attending programmes in Canberra in 2004-05 compared to 2146 in 2003-04. This is a 10% increase on 2003-04 and a 23% increase on attendance in 2002-03. Figure 3: APS 1-6 development series, number of participants (not available) The Commission ran 166 programmes in 2004-05 compared with 145 in 2003-04, an increase of 15%. A full list of these Canberra-based programmes and participant numbers are included in Table 47 at Appendix F. This table also includes the programmes for APS 1-6 that were delivered in the regions. The series offered 31 different programmes, the most popular being the Advanced writing skills, Policy formulation and advice-introductory and Developing project management expertise. New and revised programmes will be offered on the APS 1-6 and graduates development calendar in 2005 based on feedback from clients. These new programmes are: * Essentials for new supervisors * Make that meeting count * Time to make a difference * Welcome to finance in the APS. The revised programmes are: * APS financial skills-introduction * APS financial skills-advanced * APS financial management-introduction * APS financial management-advanced * Finance in the APS. Practical skills-based programmes were popular with APS 1-6 level staff in the regions. Topics such as career development and training for harassment contact officer roles were delivered most frequently in response to advertising, and attracted the greatest number of participants. There is also a growing trend towards using tailored programmes as a learning and development tool. Graduate development programmes In 2004-05 we continued to provide centralised development programmes and networking opportunities for APS graduates. Attendance levels in public development programmes have continued to decline in recent years as agencies are accessing these programmes on an in-house basis. Graduate programme attendances for 2004-05 totalled 484. A full list of programmes and participant numbers is included in Table 49 at Appendix F. Significant interest was shown in seminars such as the lunchtime seminar, A taste of Government, with 360 graduates attending, and the Graduate update session with 60 participants. Feedback from the agencies suggests a preference for this type of forum where there is opportunity for interacting with a wide range of graduates from other agencies. Indigenous development programmes During the year the Commission developed a new 12-month leadership programme for Indigenous APS employees at the Executive Levels 1 and 2: Leadership in the Australian Public Service-an Indigenous experience. This programme develops the leadership potential of Aboriginal and Torres Strait Islander staff. Participants undertake a range of leadership development experiences including a 12-week work placement and personalised coaching forums and residential workshops. The inaugural programme commenced in April 2005 in Canberra with 14 participants. The Commission has developed a new programme for Indigenous APS 5-6 level staff which will commence in 2005-06, and we will offer the careers workshop for Indigenous APS 1-4 level staff again in 2005-06, having successfully run this programme in previous years. Tailored programmes and services The Commission facilitates design, delivery and evaluation of APS-wide development activities and services within agencies through its consultancy services. Business in this area has grown steadily over the last three years, increasing by 2.7% in 2004-05. We have continued to deliver a variety of small, medium and large development activities and consultancy services to agencies. Approximately 42 agencies accessed our services during 2004-05, involving around 12,000 staff nationally. Some significant activities the consultancy services facilitated include: * development, delivery and evaluation of a Diploma in Government in Financial Management programme * strategic procurement needs analysis * development, delivery and evaluation of a leadership programme for a large agency * development of an organisational strategic plan. Learning and development activities most in demand are listed in Table 13 below. Table 13: Programmes most in demand through consultancy services, 2004-05 Type of programme Number of programmes presented Writing skills programs 61 Values and behaviour training 46 Procurement and contract management 39 Management and leadership programs and facilitations 22 Policy formulation and advice (introductory and advanced) 20 Coaching and mentoring (emotional intelligence) 7 We have maintained a high level of client satisfaction with this service, with more than 95% of client agencies that responded to an evaluation survey rating our programmes and services above 4.5 on a 6-point scale. More than 70% of the learning and development programmes provided outside Canberra were tailored to meet individual agency requests. In almost every case, agencies made these requests directly to a regional office for service delivery in the relevant geographic location. In more than 90% of cases, qualified Commission regional staff delivered the programmes. The spectrum of topics within the tailored programmes delivered in the regions was wide, and at the executive level there was considerable interest in the ILS suite of programmes. Programmes designed to impart knowledge and expertise in the areas of performance management and selection training for committee members, delegates and referees were also popular. At the APS 1-6 level, programmes focused on skills development in writing, communication, basic supervision and career development issues. We provided learning and development services to combined groups of APS and state government employees in the Northern Territory and Tasmania under previously arranged agreements throughout the year, as well as some tailored programmes for staff in individual agencies located in those geographic regions. Learning and development evaluation guide In 2004-05 the Commission developed a learning and development evaluation guide for agency use. The guide is based on the model for evaluating learning and development set out in the better practice guide Building capability-a framework for managing learning and development in the APS (published by the Commission and the Australian National Audit Office in 2003) and is intended to be a complementary, practical resource for human resource and learning and development practitioners. It was developed in consultation with learning and development practitioners across some 25 APS agencies. The guide consists of two parts: * a printed handbook, Evaluating learning and development -a framework for judging success, that provides guidance for planning the overall approach to evaluation: helping practitioners work with senior managers in planning and deciding what, when and how they will evaluate their agency's learning and development * a collection of web-based resources (practical tools, templates, tips and outlines of approaches) available on the Commission web site, to be adopted 'as is' or adapted to agency's specific requirements. Cross jurisdictional public sector development activities Throughout 2004-05, the Commission continued to coordinate three Commonwealth, state and territory training activities: * Public Service Education and Training Australia * Public Sector Management Program * Australia and New Zealand School of Government (ANZSOG). Details on the ANZSOG are reported under Output 2.1.1. Public Service Education and Training Australia Public Service Education and Training Australia is the public service industry's national body for vocational education and training. The board consists of the Commonwealth, state and territory public service commissioners and employee representatives. The Commission represents the Commonwealth as a Public Service Education and Training Australia board member. Public Service Education and Training Australia's main product is the Public Sector Training Package. The Commission actively promotes the package to APS agencies as an important learning and development option. The Public Sector Training Package provides individuals with clear skill and career pathways through recognised national qualifications and gives Commonwealth agencies access to the National Training Framework. The Commission maintains a vocational education and training network of over 120 contacts in 84 APS agencies that receive updates on how the training package can help their particular agency and on what other agencies are doing with the package. We promoted the training package at various local and national forums and in our publications. In addition, we provide specialist advice to promote the training package and better integrate it into other training and development products. For example, we mapped CPA Australia professional development programmes into the training package to provide guidance to agencies using those programmes and the package as part of their development framework. Public Sector Management Programme The highly successful and long-running Public Sector Management Programme provides middle managers at the senior APS and executive level classifications with the full range of management skills required to lead effectively in the public sector. The Commission coordinates Commonwealth, state and territory participation in the programme by providing secretariat services to a board of management that oversees the programme. The Chief Executive Officer of the Australian Customs Service, Mr Lionel Woodward AO, is the current chair of the board. Programme commencements have declined slightly from 558 in 2003-04 to 513 in 2004-05 with Commonwealth commencements declining from 183 in 2003-04 to 173 in 2004-05. This decline followed several years of strong growth after a major curriculum review in 2002 and is largely attributable to new programmes being delayed until a new, reviewed curriculum became available in March 2005. It is expected that commencements in 2005-06 will grow significantly on the 2004-05 figures. Since its inception in 1992, 8755 participants have undertaken the programme, of whom 2467 were Commonwealth employees. By 30 June 2005, 3597 participants had graduated from the programme-975 were Commonwealth employees. Table 14: Performance information-Output component 2.1.2-Provide service-wide leadership development and other learning development services Target Result Quantity Number of development activities delivered - estimate 1300 activities. Achieved: 1401 development activities delivered in Canberra and regions: being 879 in Canberra and 522 in regions. Percentage of new entrants to the Senior Executive Service (SES) attending an orientation in the first 1-3 years - target is 100%. Not achieved: 33% of SES engaged in the last 3 years have attended an orientation programme. Number of Career Development Assessment Centres (CDAC) delivered - estimate 8. Achieved: 10 programmes delivered Quality At least 90% of responding participants, when surveyed, give an average rating above 4.5 (out of 6) for: ? achieving objectives ? programme content and ? quality of presenter. Achieved: Over 90% of all Commission programmes achieved an average participant rating of over 4.5 (out of 6) for all 3 measures. At least 90% of responding clients to the In-house Panel services, when surveyed, give an average rating above 4.5 (out of 6) for how well the programme was: ? tailored and delivered and ? coordinated and administered. Achieved Client agencies were surveyed to provide results against this quality measure. The results below reflect the average ratings (out of 6) against the identified quality measures: ? tailored and delivered-5.2 ? coordinated and administered-4.9. At least 90% of responding CDAC participants, when surveyed, believed that attendance at the Centre made them more effective leaders. Achieved 91 % pf participants believed their attendance at the Centre was beneficial to extremely beneficial in assisting them to be a more effective leader. At least 90% of responding SES orientation participants, when surveyed, give an average rating above 4.5 (out of 6) for: ? achieving objective ? programme content and ? quality of presenters. Achieved Over 90% of all programme participants completed evaluations on the programme they attended. The results below reflect the average rating (out of 6): ? achieving objective-5.3 ? programme content -5.4 ? quality of presenters-5.1. Estimated price: $11.661 million Actual: $13.967 million Significantly higher than estimated price due to additional activities including LAFIA, in-house programmes and regional services Price for Output 2 The total price for Output 2 for 2004-05 was $14.900 million. This is higher than the estimated price of $13.614 million published in the Portfolio Budget Statements 2004-05. Output 3: Organisational performance, promotion and support Output 3 is drawn from the Public Service Commissioner's statutory role, listed in section 41 of the Act, in particular, her responsibilities to: * promote the APS Values and Code of Conduct * facilitate continuous improvement in people management throughout the APS. Achievements Our achievements under Output 3 this year included: * the HR Capability Development Programme reaching critical mass with over 100 participants completing the programme since its inception, with 22 participants awarded an Advanced Diploma or Diploma in Government * an entry-level traineeship programme for 14 Indigenous employees in seven agencies in Canberra, which included partnerships between the agencies, with an Indigenous Employment Centre for job-ready training, and with a registered training provider for Certificate III-level training * a partnership between the Commission's Western Australian and South Australian Regional Offices and Centrelink to run a longitudinal study to help develop policies and programmes that will attract and retain Indigenous staff. Slippages We are still finalising our research study into the current state of Indigenous employment in Australia. We expect the report to be finished during 2005-06. We deferred work on a workforce-planning project aimed at meeting the needs of small agencies. The total price for Output 3 for 2004-05 was $4.761 million. Provide advice to government During 2004-05 the Commission provided advice and support to the Government on issues relevant to Output 3, preparing 10 formal submissions to the Minister and actioning ministerial correspondence or representations. We estimated that we would respond to 37 requests for reports or information and advice. The difference between the estimate and actual figure can be accounted for by the number of briefs and responses recorded under Output 1 owing to their focusing on policy aspects of Output 3. In 2004-05, the Minister provided ratings for eight of the 10 briefs forwarded for his consideration. Of these, all briefs met the required standard: seven received a rating of 4, and one a rating of 5 (excellent). Table 15: Performance Information-Output 3.1.1-Provide advice to Government Target Result Quantity Reports and responses to requests for information and advice - estimate 37 Overestimated. 10 Briefs and 4 items of ministerial correspondence/representation completed. The result is lower than estimated due to significantly less demand for this service. Quality Percentage of items rated satisfactory or higher in terms of relevance, quality and timeliness - target is 100% Achieved. 100% of items were rated as satisfactory or higher in terms of relevance, quality and timeliness Estimated price: $0.087 million Actual: $0.050 millio