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1: Implement APS transformation through strong leadership, clear targets, and appointment of a secretary-level transformation leader
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Agreed
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2a: Undertake regular capability reviews to build organisational capability
2b: Promote continuous improvement through the PM&C Citizen Experience Survey, APS census, external advice and better performance reporting
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Agreed
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3: Drive APS transformation and build capability with innovative funding mechanisms
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Noted
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4: Build the culture of the APS to support a trusted APS, united in serving all Australians
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Agreed
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5: Promote a shared understanding of the APS and its role alongside the Executive and Parliament
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Agreed in part —
the government did not agree with the recommendation to amend the Public Service Act 1999
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6: Develop and embed an inspiring purpose and vision to unite the APS in serving
the nation
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Agreed
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7: Reinforce APS institutional integrity to sustain the highest standards of ethics
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Agreed in part —
the government did not agree with the recommendation to amend the Public Service Act 1999
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8: Harness external perspectives and capability by working openly and meaningfully with people, communities and organisations, under an accountable Charter of Partnerships
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Agreed in part —
the government noted the recommendation for a review of privacy, freedom of information (FOI) and record-keeping arrangements
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9: Use place-based approaches to address intergenerational and multi-dimensional disadvantage
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Agreed in part —
the government stated that rather than develop a new framework, the Secretaries Board would first undertake cross-portfolio analysis on place-based approaches
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10: APS to work in genuine partnership with Aboriginal and Torres Strait Islander peoples
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Agreed in part —
the government noted the recommendation that Parliament consider establishing an additional parliamentary committee on Indigenous Affairs
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11: Strengthen APS partnerships with ministers by improving support and ensuring clear understanding of roles, needs and responsibilities
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Agreed in part —
the government did not agree to change arrangements for advisors
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12: APS to work closely with the states and territories to jointly deliver improved services and outcomes for all Australians
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Not agreed
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13: Improve funding, structure, and management of digital functions across the APS
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Agreed in part —
the government noted the proposal to move the Digital Transformation Agency to a stand-alone central department
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14: Conduct ICT audit and develop whole-of-government ICT blueprint
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Agreed
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15: Build data and digital expertise across the service by applying the professions model and creating centres of excellence
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Agreed in part —
the government stated that centres of excellence already existed
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16: Deliver simple and seamless government services, integrated with states, territories and other providers
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Agreed
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17: Adopt common enabling tools and services to support efficiency, mobility, and collaboration
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Agreed
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18: Share and protect data for better services and policies, and make data open by default
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Agreed
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19: Develop a whole-of-service workforce strategy to build and sustain the way the APS attracts, develops and utilises its people, to ensure that it can perform its functions
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Agreed in part — the government stated that it would not abolish the Average Staffing Level (ASL) rule and continue to use the ASL to manage the size of the APS
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20: Establish an APS professions model and a learning and development strategy to deepen capability and expertise
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Agreed
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21: Improve mobility, support professional development, and forge strong linkages with other jurisdictions and sectors
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Agreed in part — the government stated that it would not introduce a mandatory requirement that experience in two or more portfolios or sectors be a pre-requisite for appointment to the SES
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22: Standardise and systematise performance management to drive a culture of high achievement
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Agreed
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23: Identify and nurture current leaders and staff with potential to become future APS leaders
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Agreed
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24: Overhaul recruitment and induction to reflect best practice, use APS’s employee value proposition and target mid-career and senior talent outside the APS
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Agreed in part
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25: Strengthen the APS by recruiting, developing and promoting more people with diverse views and backgrounds
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Agreed in part — the government stated that the Secretaries Board did not consider additional goals and strategies were needed to advance work to increase diversity and inclusion across the APS
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26: Embed a culture of evaluation and learning from experience to underpin evidence-based policy and delivery
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Agreed in part — citing advice from the Secretaries Board, the government did not agree to systematic changes to Cabinet and Budget advice processes
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27: Embed high-quality research and analysis and a culture of innovation and experimentation to underpin evidence-based policy and delivery
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Agreed in part — the government stated that the Secretaries Board did not consider it necessary to formalise publication of research in new protocols or similar
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28: APS to provide robust advice to the Government that integrates and balances the social, economic and security pressures facing Australians
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Agreed in part — the government stated that the Secretaries Board did not consider it necessary to establish a new Integrated Strategy Office within PM&C
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29: Establish dynamic portfolio clusters to deliver government outcomes
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Agreed
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30: Ensure that Machinery of Government changes are well planned and evaluated, enabling a dynamic and flexible APS that responds swiftly to government priorities
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Noted — the government stated that decisions on machinery of government changes are a matter for the Prime Minister
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31: Review form, function and number of government bodies to make sure they remain fit for purpose
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Agreed in part
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32: Streamline management and adopt best practice ways of working to reduce hierarchy, improve decision-making, and bring the right APS expertise and resources
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Agreed
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33: Move toward common core conditions and pay scales over time to reduce complexity, improve efficiency and enable the APS to be a united high-performing organisation
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Not agreed
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34: Ensure APS capital is fully funded, sustainable and fit for purpose, and capable of delivering policy and services as intended by the Government
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Agreed
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35: Deliver value for money and better outcomes through a new strategic, service-wide approach to using external providers
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Agreed in part — the government stated that Secretaries Board would further consider the proposal for a broader framework for the APS use of external providers
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36: Provide robust and responsive advice to support governments deliver priorities through improved budget prioritisation
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Agreed in part — the government did not agree with the recommendation to review the Charter of Budget Honesty Act 1998
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37: Strengthen the primacy, role and performance of Secretaries Board within the public service
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Agreed in part — citing advice from the Secretaries Board, the government did not agree that the Secretaries Board required additional legislative or ministerial authority
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38: Clarify and reinforce APS leadership roles and responsibilities
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Not agreed
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39a: Ensure confidence in the appointment of all agency heads
39b: Ensure that performance management of Secretaries is robust and comprehensive
39c: Ensure that robust processes govern the termination of secretaries’ appointments
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Agreed in part — citing advice from the Secretaries Board, the government did not agree with initiatives in recommendations 39a and 39c
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40: Reform and energise the APSC as a high-performing and accountable central enabling agency
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Agreed
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