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Relationship between the Commission's 2019-20 Portfolio Budget Statements and the Corporate Plan 2019-20

Figure 3: Corporate Plan mapped to Portfolio Budget Statements  Corporate Plan mapped to Portfolio Budget Statements

Differences in the 2019-20 Corporate Plan and 2019-20 Portfolio Budget Statements

The performance measures set out in the 2019-20 Corporate Plan were different to the performance criteria shown in the Portfolio Budget Statement (PBS) in that the Corporate Plan contained more performance measures than the PBS. The performance criteria from the PBS and performance measures from the Corporate Plan are shown in Table 1.

Table 1 Differences between the PBS performance criteria and Corporate Plan performance measures

Strategic Priorities 2019-20

2019-20 Corporate Plan Performance Measures

2019-20 PBS Performance Criteria

Ensuring Good Governance

Transform the APS Employment Framework

Modernise the APS Workforce

Shape the APS

Shape the APS Workforce

Lifting the Capability of the APS

Build Workforce Capability in the APS

Build Workforce Capability

Building Leadership for the Future

Strengthen Leadership in the APS

Providing Stewardship of the APS

Provide the Voice of the APS

Upholding the Integrity of the APS

Promote a High Standard of Integrity in the APS

Promote a High Standard of Integrity in the APS

Providing the Right Tools and Workplace for our Staff

Be an Employer of Choice in a Competitive Workplace

The difference between the PBS performance criteria and performance measures is due to timing and further maturing and clarification of priorities. The PBS was released prior to the development of the Corporate Plan. Upon reflection, additional performance measures were added in the 2019-20 Corporate Plan to ensure the Commission would fulfil its role and purpose.

PBS Program 1.2, does not map to the Corporate Plan as a decision was taken not to include the work of Remuneration Tribunal in the Corporate Plan. However, performance has been evaluated for this PBS program in the PBS program performance section.

The Commission's Annual Performance Statements

In the 2019-20 Corporate Plan, we identified six strategic priorities to guide our activities. The performance measures under each strategic priority were developed to ensure the Commission remained focussed on its purpose. All performance measures were evaluated as either Achieved, Partially Achieved or Not Achieved.

Overall Performance of the Commission

In the face of workforce and workplace upheaval, the Australian Public Service Commission has ensured the continued delivery of what the Government, the Australian Public Service, and the Australian people expect of us. In addition, the Commission has also been at the forefront of efforts to support the APS response to the COVID-19 pandemic.

While not all strategic priorities were completely achieved in the original timeframes, the Commission has fully and / or partially achieved over 80% of the planned outcomes; in addition to redirecting our effort to the right areas at the right time to address the unexpected demands experienced in the second half of the financial year.

This is reflected in the performance summary below.

Performance Summary

Table 2: Summary of performance

2019-20 Corporate Plan
Strategic Priorities

Number of Targets

Achieved

Partially Achieved

Not Achieved

1: Ensuring Good Governance

5

1

4

-

2: Lifting the Capability of the APS

7

5

-

2

3: Building leadership for the future

2

2

-

-

4: Stewardship of the APS

5

3

2

-

5: Upholding the integrity of the APS

2

1

1

-

6: Providing the right tools and workplace for our staff

4

1

1

2

Total

25

13

8

4