Australian public service commissioner stephen sedgwick

organisational structure

Eight groups, each led by a group manager, supported the functions of the Commission in 2012–13 and reported to the Executive. The Chief Human Capital Officer had direct oversight of the Strategic Centre for Leadership, Learning and Development, the Human Capital Research and Evaluation Group and the Client Engagement Group. The Deputy Public Service Commissioner had responsibility for the day-to-day oversight of the Employment Policy and Participation and Workplace Relations groups and the Remuneration Tribunal Secretariat. The Merit Protection Commissioner had general oversight, in addition to her statutory responsibilities, of the Ethics and Corporate groups. Figure 1 shows the Commission’s organisational structure as at 30 June 2013.

Figure 1: Organisational structure as at 30 June 2013

group Functions

The Strategic Centre for Leadership, Learning and Development was established within the Commission to ensure that the APS has a contemporary, systematic approach to learning and development, leadership development and talent management. The centre also has a role in supporting the Secretaries Board and the APS200 and reporting on whole-of-APS reform. It delivers learning and development opportunities across the APS, specialising in graduate development programs and APS 1–6, Executive Level and Senior Executive Service (SES) programs and events. The group manages the Commission’s registered training organisation.

During the year the group was also responsible for the functions of the Indigenous Employment Team. These functions included the Pathways to Employment recruitment programs for Indigenous graduates, cadets and trainees and the Indigenous Liaison Officer function, which provided employee and agency advice and support.

The Human Capital Research and Evaluation Group provides a focus for evidence-based thought leadership on human capital in order to position the Commission to lead and shape APS reform. The group maintains and develops capabilities in strategic human capital planning, human capital intelligence and foresight, human capital measurement and benchmarking, APS-wide workforce planning, and research and evaluation.

The Client Engagement Group has a lead role in implementing a number of the key APS reform projects that originate from the Ahead of the game: Blueprint for the reform of Australian Government administration report. This includes streamlining recruitment and improving induction—including the development of APSjobs—and strengthening performance management and mobility. The group leads the development of the Commission’s client engagement strategies, and manages international development programs throughout the Asia–Pacific region and Africa and the Commission’s regional engagements with Australia, including through the Australian Government Leadership Network. The group also has a key role in implementing strategic communications strategies for the organisation.

The Workplace Relations Group is responsible for Australian Government employment workplace relations policy and administration of the framework for agreement-making and remuneration and conditions.

The Employment Policy and Participation Group has responsibility for managing the SES cap and is responsible for implementing the outcomes of the Review of the Senior Executive Service. The group is also responsible for examining existing APS classification arrangements and work- level standards and provides advice on the legislative and policy framework that applies to APS employment. The group is also responsible for leading APS workforce participation strategies to meet the needs of the APS and broader government workforce participation objectives.

It develops policies and practices that are designed to improve the diversity of the APS workplace and engages with agencies to ensure that service-wide frameworks are implemented.

The Ethics Group advises on ethics and integrity in the APS, encouraging open, transparent and effective agency decision-making in accordance with the APS Values and Code of Conduct and supporting the review and inquiry functions of both the Public Service Commissioner and the Merit Protection Commissioner. The group provides an Ethics Advisory Service for the whole of the APS. For administrative purposes, the Commission’s legal services area operates within the group. However, in performing their role, legal advisers provide advice to the Public Service Commissioner and the Merit Protection Commissioner.

The Corporate Group underpins the operations of the Commission, providing assurance and governance on human capital management and workforce development; budget and financial management; property services; records management; ministerial and parliamentary services; and information and communications technology.

The Remuneration Tribunal Secretariat supports the operation of and provides secretariat services to the President and members of the Remuneration Tribunal. The tribunal is an independent statutory authority established under the Remuneration Tribunal Act 1973 to inquire into, determine and report on, or provide advice about, the remuneration of public office holders within its jurisdiction.

regional offices

The primary responsibility of each regional office is to engage and support agencies in identifying and dealing with organisational issues, assist with the integration of the reform agenda and foster leadership and people management networks across the APS.

The Sydney, Melbourne and Brisbane offices have specific business responsibilities to support the Commission’s fee-for-service activities and review work.

reports and publications

The Commission issues a range of APS leadership, learning and development materials in a variety of formats. Commission publications and circulars, as well as selected speeches given by the Commissioner, are available on the Commission’s website.