Section Three: Implementation architecture

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Phase One of APS Reform included the essential task of establishing a fit-for-purpose implementation architecture for APS Reform. The six Implementation Principles agreed by the Secretaries Board, as outlined earlier in Exhibit 3 (refer page 12), played a critical role to help deliver this architecture. It enabled a quick translation of high-level reform objectives endorsed by the Government in October 2022 into a tangible delivery model with strategic levers to enable and embed enduring change.

The implementation architecture and delivery model for APS Reform has been stood up and further refinement is planned for the next six months. The arrangements include eight agreed program outcomes and metrics, a clear governance structure including roles and accountabilities for delivery, prioritisation and risk frameworks, and a formal reporting and engagement model. Core elements of the implementation architecture are summarised in Exhibit 5, with further detail provided in the following sub-sections. With this architecture in place, the Service’s experience in implementing current reforms will directly assist the implementation of future ones.

Exhibit 5: APS Reform Implementation Architecture structured according to the six implementation principles endorsed by Secretaries Board in December 2022

Image	Image	Image	Image	Image	Image
Committed and accountable leaders	Clear purpose, outcomes, and priorities	Measure and report what matters	Coordinated and fit-for-purpose delivery plans	Capability empowerment	Consistent communications and engagement
Roles, responsibilities and accountabilities woven into APS governance architecture     Cohort of 100+ initiative leads established across 12 agencies with accountabilities to deliver initiatives      Dedicated APS Reform Program Board established	Initiative Prioritisation and Sequencing Framework established     8 measurable program outcomes agreed within a program logic and ensuring all initiatives are contributing to common objectives     APS Reform Handbook created to provide a clear narrative for reform and achieve shared sense of purpose	Fit-for-purpose APS Reform Reporting Model established      Tiered Engagement Model established to augment reporting and help de-risk delivery     Delivery Risk Framework created to enable dynamic risk assessments and timely support / intervention      Whole-of-program metrics defined to monitor progress of the 8 program outcomes	Strategy to hardwire accountabilities to  embed reform outcomes defined, with APS-wide implementation plan to follow in Phase 2     Initiative leads empowered to set and manage project delivery plans; PMO team providing central oversight to align plans to program objectives via hands-on quality assurance	Approach to hardwiring capability outcomes via reform initiatives defined and codified in Reporting Model     APS-wide strategy to uplift capability being defined via Future of Work Sub-committee      Networked approach to sharing transformation best practice and capability defined via COO Committee, with further work to come in Phase 2	Cohort of 100+ initiative leads actively engaged to gather intelligence on reform progress, and provide a feedback loop on opportunities for improvement     Systematically communicating progress within and beyond the APS

Implementation is supported by a set of core elements

The APS Reform Office implementation architecture comprises components focussed on governance and decision-making structures, program delivery, reporting and engagement processes.

Governance and decision-making structures

Reforms are being pursued through a distributed delivery model with devolved accountability for outcomes. Clearly defined APS Reform roles, responsibilities, and accountabilities have been woven into existing APS governance structures, including Secretaries Board and its Sub-Committees. This is summarised in Exhibit 6 below. A newly established APS Reform Program Board has been stood-up, comprising Deputy Secretaries from 10 departments to oversee the implementation of the APS Reform agenda, and provide advice to areas that are involved in reform activity. Its role is as a supporting mechanism for the Secretaries Board, which holds overall accountability for the delivery of the APS Reform program. The APS Reform Program Board will provide recommendations particularly regarding governance, risk and reporting. Further, an ongoing Program Management Office function is enabling effective and efficient central planning, guidance, support, and oversight of reforms.

The model of devolved accountability simultaneously empowers and holds agencies to account for the implementation of reform outcomes. Combined, these structures work to support, enhance and optimise the accountabilities of each agency responsible for delivering reforms.

Exhibit 6: Summary of APS Reform governance arrangements

Program delivery model

Reform is service-wide. The 44 Phase One initiatives are being led by 12 departments and agencies with coordination driven by a strong Program Management Office to ensure joined up delivery across the APS. Accountability structures are designed to enable agency-driven cultural change across the APS. Measures of success, including changes in behaviour, will be tracked in the long-term.

The program delivery model includes the establishment of the 8 whole-of-program outcomes. In April 2023, the Minister for the Public Service agreed the outcomes following endorsement by Secretaries Board, which now serve as the primary objectives for reform. In effect, these outcomes describe the end-state of the APS Reform program and provide direction for reform initiatives that each contribute to the required transformation. They also support decision-making about the potential inclusion of new initiatives. All initiatives are intended to be completed or transitioned to business as usual in time, creating opportunities to build on their successes with new projects and ambitions.

The underpinning indicators of success and metrics for the eight program outcomes will be put to the Secretaries Board for consideration and agreement. This work will enable empirical monitoring and reporting of program outcomes over time, inform where progress is or is not being made, and where attention ought to be focussed across the program to achieve reform outcomes (for example via reinforced efforts or new initiatives).

Reporting and engagement process

A fit-for-purpose APS Reform Reporting Model has been established to consistently track and report on challenges, risks, opportunities and successes of reform initiatives. This model builds on other successful reporting models in operation across Government, and is backed by regularly scheduled senior attention via the governance structures. A comprehensive risk framework is also in place to proactively surface risks (for example via the reporting model) and to enable timely support or intervention.

The APS Reform Program Management Office has established a Tiered Engagement Model, to enhance formal reporting cycles and actively monitor APS Reform delivery risks. The Tiered Engagement Model is guided by proven program prioritisation and risk frameworks to ensure a consistent approach to identifying and mitigating risk, by increasing the level of engagement for areas in highest need.