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Business Capability Modelling and Strategic Investment Planning An Approach to Improving Capability Maturity

Geoff   King

Introduction

IP Australia is a medium-sized, Australian Federal Government agency which administers the patent, trade mark, design, and plant breeder's rights systems in that country.  The organisation was established in 1904 and has a long history of IP right processing.  Currently, there are approximately 1,100 staff, around half of which are highly-qualified examiners whose jobs mainly involve the assessment of IP application validity.  In the last 40 years, the organisation has become increasingly ICT-dependent, and business improvement and ICT investment have become a major factor in its strategic planning.

A good way of understanding IP Australia is to look at its value propositions.

australian government business capability model

Figure 1.  IP Australia's Value Propositions.

IP rights provide owners with exclusive use rights, assisting them to obtain a return on their R&D and goodwill.  IP information helps stimulate innovation through making IP publically available, so that innovation can drive further innovation.

IP Australia Corporate Strategy and the Role of Enterprise Architecture

IP Australia has an Enterprise Architecture capability that has been established for five years.  The following domains are specifically represented:

  • Information
  • Enterprise Solution

One of the key objectives of Enterprise Architecture is to ensure alignment of the business reality with the organisation's corporate strategy.  To this end, IP Australia has adopted a fairly standard strategic management framework.

australian government business capability model

Figure 2.  IP Australia's Strategic Management Framework.

The Vision, Mission, and Values are the highest-level strategic statements, defining the organisation's reason for being and where it wants to get to.  These are underpinned by Goals, which are more specific statements but are still quite aspirational and not necessarily time-bounded and measurable.  Objectives map to the Goals, and these follow the SMART method. [1]   As such they are measurable and time-bounded.  Measurement takes the familiar key performance indicator (KPI) approach [2] and this is critical to determining whether or not the objectives are being achieved.  The time window corresponds to a five-year planning cycle, so Objectives are framed to be achievable within this window.  It is essential that the Objectives are prioritised, recognising the fact that they will not all be achievable at the same time.

Enterprise Architecture's role in this strategic management framework is primarily in the realm of the Delivery Strategies and the Capability Roadmap.  The Delivery Strategies represent how the Strategic Objectives will be achieved.  These specific statements are a critical component towards strategy realisation.  The Capability Roadmap is the vehicle whereby the Delivery Strategies are organised; this will be discussed at length later in this document.

IP Australia's Business Capability Model

A major component of IP Australia's Enterprise Architecture has been the development of the organisation's Business Capability Model.  While detractors have argued that capability models are ICT-centric artefacts developed by technically-focussed enterprise architects, IP Australia's model is a strategic tool that provides a holistic representation of the business.  As such, we have found it to be an invaluable tool for strategic planning.

australian government business capability model

Business capabilities may be defined simply as what the organisation needs to achieve its strategic objectives.  In the illustration above, what capabilities does the climber need to scale the Matterhorn?  Obviously, a mountain climbing capability with the attributes of climbing skill, fitness, endurance, and experience, along with all of the equipment required.  In addition, other enabling capabilities are needed to successfully conquer the mountain:  planning, logistics, and navigation capabilities at the very least.

IP Australia's business capability model appears in Figure 3.

australian government business capability model

Figure 3.  IP Australia's Business Capability Model. 

The capabilities are contained in a hierarchical model, with Level 1 representing a summary view of the business.  IP Australia's Level 1 capabilities comprise:

  • IP Rights Management — this is where most of the organisation's efforts are made.  The capability focusses on IP application validity determination and administering the IP right lifecycles.
  • IP Discovery — enables examiners and external stakeholders to conduct searches of the IP databases and discover IP information (information pull capabilities).
  • Information Sharing — the publishing of IP information and also the issuing of notifications (information push capabilities).
  • Service Delivery Channel Management — how services are delivered to customers.  The electronic channels are preferred.
  • Stakeholder Management — focussing on IP Australia's customers but also includes suppliers and government and overseas business partners.
  • Outcome Improvement — management of quality, business intelligence, and other business improvement capabilities.
  • Enterprise Management — back office support functions.  These are needed by most, if not all, government and corporate organisations.
  • Business Solution Management — the heavy reliance on ICT solutions makes this an important capability for IP Australia.
  • Business Enablers — these are capabilities used by other capabilities.  A good example is Document Generation.  Whenever a document needs to be generated anywhere in the organisation, this capability is brought into play.

The lower layers of the hierarchy drill down into more detail.  These lower layers define a very useful analytical view of the organisation and are most useful for planning purposes.  An example of this hierarchical arrangement is:

IP Rights Management > IP Right Examination > Opinion Management

In managing IP Rights throughout their lifecycle, IP right applications are examined to determine whether or not they are valid.  In conducting an examination, examiners form an opinion and rely on the Opinion Management capability for this purpose.

Business Capabilities and Business Processes

There is some debate about the relative virtues of capability approaches versus process approaches. [3]   We do not like to think of these approaches as competing or being somehow mutually exclusive.  Business processes exist to deliver value to the customer.  Business capabilities exist to support business processes.  We have found that a business capability approach offers a powerful insight into the organisation that is invaluable for strategic planning, as well as for other purposes.  Capabilities are useful for mapping information and technology assets and thus provide a direct link to the organisational reality.  If used properly these views provide numerous benefits.

australian government business capability model

Figure 4.   Process Overlaid on the Capabilities. 

However, the process view is equally valuable and intrinsic to how value is provided to the customer.  Thus, it is necessary to maintain both views of the organisation.  In fact, a valuable view is a process overlaid on the capabilities, as illustrated in Figure 4.  In this way we can see which capabilities are relied upon while executing a particular process.  This offers a powerful planning perspective.

Assessing the Maturity of Business Capabilities

Now, what if the capabilities are not up to spec?  While some capability may be better than none, if it is below par for the strategic requirement then the objective will not be achieved or, at best, partial achievement will be the result.

australian government business capability model

We have found the adoption of a capability maturity approach to be valuable in assessing whether IP Australia's capabilities are at the right level to achieve objectives.  At the time of developing this approach, a literature scan did not reveal any suitable maturity models and so we developed our own.

australian government business capability model

Figure 5.  The Maturity Model

The maturity model adopts a familiar 5-level approach, with Level 1:  New meaning that no capability yet exists (but a need for the capability has been identified, e.g., to expand the business through provisioning a new customer service), through to Level 5:  Intrinsic, where the capability may be considered "best of breed."  For each level, we have developed descriptions of the maturity aspects for five capability dimensions.

australian government business capability model

Figure 6.  Attributes & Descriptions for Maturity Level 5.

The attributes in Figure 6 are for the Level 5:  Intrinsic maturity level.  These are defined in terms of five dimensions:

  • People — what calibre of person do we need to achieve our objectives?
  • Quality — what levels of quality do our customers expect in relation to this capability?
  • Process — how efficient and effective does the processing associated with the capability need to be?
  • Information — how sophisticated does the information relating to this capability need to be (e.g., high levels of structure)?
  • Technology — what level of technology support is required by the capability to achieve objectives?

Capability Maturity Assessment in the Strategic Investment Planning Process

IP Australia leverages the capability maturity approach when planning its strategic investments.  The process shown in Figure 7 is used.

australian government business capability model

Figure 7.   The Strategic Investment Planning Process. 

There are three major feeds into the process:  strategic objectives, "good ideas," and external drivers (e.g., new government requirements).  We will concentrate on the strategic objective feed as this has been the focus of the current discussion.  The first step involves assessing which capabilities are impacted by an objective and in what way.  Developing a target state maturity level for each capability in light of the objective allows comparison with the current maturity level.  We have found the following to be a useful representation of this.

australian government business capability model

Once the gap has been determined, strategies to fill this gap are defined.  This corresponds to the Implementation Strategy part of IP Australia's strategic framework.  The strategies will correspond to initiatives.  These are sequenced and collected on a strategic planning document known as the Capability Roadmap.

australian government business capability model

Figure 8.   The Capability Roadmap. 

The sequencing of the Capability Roadmap is determined by:

  • the relative priorities of the objectives that the initiatives aim to achieve, remembering that these objectives were prioritised when the corporate strategy was developed.
  • any dependencies between initiatives.  Some initiatives may be prerequisites for others and so these will need to run first.  It is important that all stakeholders understand the importance of these prerequisites.

The Capability Roadmap is a very high level planning view.  The sequencing is done at the financial year level; there is no point trying to determine a finer timing at this stage.  Also, the Roadmap does not pre-empt how the initiatives will be run or how they will be funded.  It only states what needs to be run and in what relative order.

In conducting the capability maturity assessment and developing the Capability Roadmap, Enterprise Architecture relies heavily on the Enterprise Architecture Board.  This is an advisory body that comprises representation from across the business.  The representatives are advocates for the interests of their business units, and thus they must have a sound understanding of their business, particularly at the strategic level.  With the assistance of these representatives, Enterprise Architecture is able to put forward a sound strategic planning view to the organisation's decision-makers.  In IP Australia, the only way that an initiative can be funded through normal channels is via this planning process.

Running the Initiatives and Monitoring

With the Capability Roadmap developed, this is handed over to the Investment Planning phase.  From the Roadmap a portfolio of projects is developed, with business cases fully defined and more detailed planning undertaken.  As the Capability Roadmap is a higher-level document and has not taken a fine-grained view of competition for scarce resources, not all initiatives proposed by the Roadmap will be funded at this point in time.  The portfolio is fine-tuned during the Investment Planning phase until a final set is agreed upon.  The iterative nature of this process results in updates to the Capability Roadmap, with unfunded initiatives being pushed back and the Roadmap being adjusted in readiness for later planning cycles.

Once the Roadmap initiatives have progressed to being run as funded projects or as business-as-usual tasks, it is necessary to track their progress.

australian government business capability model

Figure 9.   Tracking and Reporting Progress. 

Figure 9 illustrates a regular report that Enterprise Architecture prepares for the Investment Committee.  This not only tracks progress towards initiative delivery but also monitors how well objectives are being achieved.  The measures defined when the objectives were agreed upon are used to this end.  Just because an initiative has been completed does not necessarily mean that the capability maturity gap has been closed and the objective has been achieved.  The initiative may not have been sufficient to accomplish this or it may not have delivered results as planned.  So, the ongoing performance appraisal, reporting, and feeding these outcomes back into the planning process is required.

Another point to note from the diagram is the red triangles.  These represent "disruptors."  Disruptors are unforeseen factors that have been identified during the reporting period that are likely to have an impact on planning and decision-making.  They will originate from outside the organisation and may take the form of emergent Whole of Government compliance requirements, for example.  They may also represent opportunities, for example, those associated with an emerging form of technology.  The business needs to take these into account to ensure it responds to environmental factors and takes advantage of opportunities.

This paper has discussed the merits of adopting a business capability approach to Enterprise Architecture and strategic planning.  This hinges on a detailed maturity assessment of business capabilities, determining target maturity levels in light of the organisation's strategic objectives, and comparing these with the current levels.  Initiatives can be designed to close these gaps and placed on the Capability Roadmap.  This vehicle is then used to drive the strategic investment decision-making for the organisation.  As investments are made and initiatives are run, the outcomes of these are monitored to determine whether maturity gaps are being closed and strategic objectives are being achieved.

[1]  See e.g., http://www.techrepublic.com/article/use-smart-goals-to-launch-management-by-objectives-plan/   

[2]  See e.g., http://web.archive.org/web/20140620093448/http://2gc.eu/files/2GC-FAQ1-What_is_a_Balanced_Scorecard_140616.pdf   

[3]  See e.g., http://architectingvalue.com/2011/06/27/the-battle-of-our-times-capabilities-vs-process/   

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About our Contributor(s):

Geoff   King

Geoff King is IP Australia’s Business Architect. Prior to his current architecture role, Geoff’s has undertaken business consulting, business analysis, and financial management. Geoff started his career as an organic research chemist and has also been an examiner of patents.

James   Woods

James Woods has worked in numerous public and private sector roles as a technologist and consultant, and in recent years has become professional aligned with the practice of Enterprise Architecture. James is currently engaged as the Chief Architect at IP Australia.

Simone   Clark

Simone Clark’s diverse background includes invertebrate taxonomy and bio-pesticide development at CSIRO, as well as software development, solution architecture, and enterprise architecture at the Australian Bureau of Statistics. Simone is currently IP Australia’s Information Architect.

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Capability Development Framework

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Defence Industrial Capability Plan

The 2018 Defence Industrial Capability Plan (the Plan) released on 23 April outlines the Government’s long-term vision to build and develop a robust, resilient and internationally competitive Australian defence industry base that is able to help meet defence capability requirements.

The Plan sets out a strategy for Australia’s defence industry. The Government is investing in our defence industry and ensuring that it is positioned to support delivery of the Integrated Investment Program (IIP) over the next decade.

The Plan includes the Sovereign Industrial Capability Assessment Framework and introduces the initial  Sovereign Industrial Capability Priorities .

The Plan acknowledges that as Australia builds its defence capability, we must also grow our defence industrial capability. By 2028, Australia will require a larger, more capable and prepared Australian defence industry that has the resident skills, expertise, technology, intellectual property and infrastructure to:

  • Enable the conduct of ADF operations today
  • Support the acquisition, operation and sustainment of future defence capability;
  • Provide the national support base for Defence to meet current needs and to surge if Australia’s strategic circumstances require it.

The Defence Industry Policy Statement released with the  2016 Defence White Paper  acknowledges the fundamental contribution that Australian industry provides to defence capability.

The Plan recognises the strategic importance of Defence and defence industry sovereignty to Australia's defence and national security.

The Government’s defence strategy is supported by increased defence funding, which will grow to two per cent of Australia’s Gross Domestic Product by 2020-21, enabling more than $200 billion of new investment in our defence capabilities over the next decade.

The Defence White Paper is a key part of the Government’s commitment to a safe and secure Australia. The Australian people can have confidence that this Government will ensure we can defend our nation and protect our interests today and into the future.

The Government is committed to ensuring Australian industry is positioned to meet Defence’s future requirements and to maximise economic growth and high-tech jobs in the sector. The Government will continue to maximise Australian industry involvement in our defence capability planning, acquisition and sustainment, building the sovereign defence industrial base we need to achieve our strategy and capability goals.

The Plan is a key part of the Government’s commitment to achieve an Australian defence industry that has the capability, posture and resilience to help meet Australia’s defence needs over the decade to 2028.

The Plan brings together all of the levers available to defence industry, from advice to financial support, to realise the Government’s vision. The Plan allocated up to $17 million in annual funding from 2018-19 to support Sovereign Industrial Capability Priority grants.

The grants were delivered by the former Centre for Defence Industry Capability (now Office of Defence Industry Support ).

Since its launch in 2018, the Sovereign Industrial Capability Priority Grants Program supported opportunities to drive Australian innovation, making our small businesses more competitive and our supply chains more secure. Defence approved our 100 Sovereign Industrial Capability Priority Grant applications across Australia to the value of $63.9 million. 

In October 2020, to help mitigate the impacts of the Covid-19 pandemic, the Australian Government announced an additional $24 million would be provided to the Sovereign Industry Capability Priority grants and other industry support grants, bringing the total to $58 million through to the end of FY2021/22.

In October 2021, a decision was made to close the program due to the significant volume of applications received in the preceding months. 

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How to use the AGA

New and popular content, explore the aga domains.

Domains are a high-level grouping of similar capabilities, policies, and standards within the architecture to facilitate classification and navigation of its content.

The AGA is contributory - to participate in its development, please visit our contact page .

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Internet of Things

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Business Registry

Case Management

Compliance and Investigation

Correspondence Management

Debt Management

Entitlements

Grant Management

Permissions

Business Reference

Asset Management and Logistics

Enterprise Resource Planning (ERP)

Information Management

Knowledge Management

Records Management

APS Digital and ICT Skills

Benefits Management

Innovation and Proof of Concepts

Procurement and Sourcing

Reuse Operating Model

WofG Capability Funding

Shared Data and Insights

Business Intelligence Analytics

Data Management

Metadata and Semantics

Operational Analytics

Staff Experience

APS Identity Management

Collaboration and Sharing

End User Computing

Integration

Interoperability and APIs

Orchestration and Choreography

Secure Data Exchange

Cyber Security

Application Security

Data Security

Network Security

Business Experience

Complaints and Issues Resolution (Business)

Content Management (Business)

Digital Portal (Business)

Government Branding (Business)

Identity Management (Business)

Personalisation (Business)

Relationship Management (Business)

Virtual Servicing (Business)

Agency Specific

Related information.

APS Reform home

APS Reform outcomes and initiatives

APS reform has 4 priorities, within these are 8 outcomes, are supported by 44 initiatives. The outcomes articulate the impact that the APS Reform program seeks to achieve. They also provide a framework through which decisions can be made about the potential inclusion of new initiatives over time. This enables a continuous and adaptive approach to reform.

Further information is available at  apsreform.gov.au . Detailed progress updates are contained in the  Progress of APS Reform Annual Report .

Priority one : An APS that embodies integrity in everything it does

An aps that embodies integrity in everything it does.

The APS acts with integrity and fairness, and is accountable and transparent in everything it does. This will build public trust and strengthen standards of integrity in our federal government.

See the full details of Priority one

Integrity is a core part of being a public servant. It’s how we gain and maintain public trust. Initiatives are under way to ensure public sector employees act with and champion integrity, and are purposeful, efficient and effective stewards of the APS. Changes over the last 12 months to build integrity across the APS include:     

  • The National Anti-Corruption Commission (NACC) was established in July 2023 to deter, detect and prevent corrupt conduct. It’s doing that through education, monitoring, investigation, reporting and referrals.
  • Protections for whistle-blowers are being strengthened through changes to the Public Interest Disclosure Act 2013 . This will ensure Australia has effective frameworks that provide strong protections for public sector whistle-blowers.
  • New   provisions   in the  Fraud Rule under the Public Governance, Performance and Accountability Act 2013 (PGPA Act) will require relevant agencies to act on corruption as well as fraud. Amendments were approved in September 2023.
  • The SES Performance Framework was launched in August 2023 and will apply to all staff in the long term. The changes to behaviour and outcomes-based performance management make it clear that behaviour is equally as important as outcomes. 
  • The Set the Standard Report was released in 2021. Its recommendations are under way to create safer and more respectful Commonwealth parliamentary workplaces. 
  • Transparency of Secretaries Board was improved through publishing meeting outcomes on the Department of the Prime Minister and Cabinet’s website.
  • The APS Integrity Taskforce delivered an action plan recommending ways to improve integrity in the APS, with recommendations to be released soon.
  • The Review of public sector board appointments responds to concerns about transparency in appointment processes for public sector boards. The report is currently being considered by Government. 
  • Strengthen a provision in the Public Service Act 1999 to make it clear that Ministers cannot direct Agency Heads on employment matters.
  • Add a new  APS Value of Stewardship that all APS employees must uphold. Consultation in April and May 2023 defined Stewardship as ‘ The APS builds its capability and institutional knowledge and supports the public interest now and into the future, by understanding the long-term impacts of what it does’.
  • A committee of 40 APS staff from 22 agencies worked on the first APS purpose statement. The statement aims to unite public servants under a common understanding of how their role and workplace contributes to the APS’s broader purpose.
  • The Minister for the Public Service committed to making a public statement every eyar on APS Reform – her first annual statement took place on 1 November 2023.

Priority two : An APS that puts people and business at the centre of policy and services

An aps that puts people and business at the centre of policy and services.

The APS works in genuine partnership with the community to solve problems and co-design the best solutions to improve the lives of the Australian community.

See the full details of Priority two

Genuine partnership and engagement with Australia’s people, communities, non-government sectors, academia, business and industry will help us develop policies and services that reflect the needs and aspirations of the people they affect. 

Putting people first isn’t new to the APS. Many of us strive to support and help the people we serve on a daily basis. Turning these attributes into actions has been a focus over the last      12 months.

  • The first  long-term insights briefing was published in October 2023 on how AI (artificial intelligence) might affect the trustworthiness of public service delivery.
  • Drawing on strong engagement with communities and expert groups, this was the first in a series of reports on topics that will impact the Australian community over the long term.
  • The  Survey of Trust in Australian Public Services was expanded to include monthly reports. The next annual report will be released in November 2023.
  • Services Australia worked with a diverse group of people and staff to create the new  APS vision for user-centred excellence : “Reliable and accessible services, when and how you need them”.  The vision will apply to all APS agencies.
  • The  Partnership Priorities Sub-committee of Secretaries Board was formed in June 2023. It fosters a coordinated effort in user-centred policy and service excellence by embedding a partnership culture and behaviour across the public service.
  • The  Charter of Partnerships and Engagement was launched in November 2023. It sets APS-wide principles for engagement and partnerships. It supports agencies to build capability and develop more responsive policies and programs.
  • The  Data and Digital Government Strategy was released on 15 December 2023. It sets out its vision to deliver simple, secure and connected public services, for all people and business, through world class data and digital capabilities. 
  • Work is under way to establish a whole-of-service approach to outcomes-based contracting. This will increase APS skills in writing statements of requirements for the circumstances when it is appropriate to use external consultants. 
  • The Digital Transformation Agency is improving the quality of digital and ICT investment so the APS and its partners receive quality and timely advice on digital investments, strategy, policy and standards. The  Digital and ICT Investment Oversight Framework  is supporting this work. 
  • Minister for Government Services, the Hon Bill Shorten MP, announced the  myGov user audit  in September 2022. It looked at how well myGov is performing and will help inform future improvements to myGov.
  • Under the National Agreement on Closing the Gap, Priority Reform One, APS agencies are setting up ways to ensure formal partnership arrangements support Closing the Gap. This includes the  Commonwealth Aboriginal and Torres Strait Islander Partnerships and Engagement Framework.  
  • Action to support genuine partnerships with First Nations people is occurring to consider any changes required to transform mainstream government organisations. This enables formal partnerships and shared decision-making with Aboriginal and Torres Strait Islander people. 

Priority three : An APS that is a model employer

An aps that is a model employer.

The APS is a great place to work, offering staff a quality employee experience in a dynamic workplace that sets the standard for diversity and inclusion.

See the full details of Priority three

Ensuring the APS is a great place to work and offers a quality employee experience is key to attracting and retaining the best and brightest public servants. It means a valuable career for employees, setting the standard for diversity, equity and inclusion, and boosting cultural competency and First Nations employment. The last 12 months has seen a number of key initiatives come to life. 

  • Publishing APS Census and action plans will, subject to the passage of legislation, require agencies to publish their annual APS Census results and action plans to help deliver better performance, ensure transparency and address poor results. Results are due to be published by the end of November 2023. 
  • Through  APS Net Zero by 2030 the Government is taking action to reduce greenhouse gas emissions (excluding security agencies) and uphold its commitments in the  United Nations Framework Convention on Climate Change  under the Paris Agreement. The  APS Net Zero Unit is helping agencies with tools, guidance, learning and development.
  • The   Maternity Leave Act review   proposes changes to ensure parental leave meets the needs of APS employees as they establish families and maintain careers. Parental leave conditions were tabled in  APS-wide bargaining as an interim step ahead of considering new parental leave legislation to replace the Maternity Leave (Commonwealth Employees) Act 1973 . 
  • The  APS Culturally and Linguistically Diverse Employment Strategy will address discrimination and racism in the APS and identify actions to promote cultural capability, improve recruitment, mobility and promotion, and develop a culture that values diversity.
  • The APS aims to reduce the gender pay gap and report publicly on progress by releasing  2023 APS Gender Pay Gap data for every agency with 100 or more employees. This will drive accountability and encourage agencies to take further actions to address the gender pay gap.
  • The Cultural Capability Hub launched in August 2023 to provide practical guidance and resources to support staff to uplift their Aboriginal and Torres Strait Islander cultural capability. This is complemented by the  APS Academy Footprints program , a cross-cultural learning and professional development framework supporting continuous and ongoing development of cross-cultural capability. 
  • The new  Workplace Relations Policy   focuses on fair and genuine negotiations between employers, employees, and unions through service-wide bargaining. 
  • In April 2023 the APSC published a set of  principles of flexible work in the APS to improve workforce resilience, help employees balance their work and personal priorities and help the APS recruit new staff from anywhere in Australia.
  • The Secretaries Board Sub-Committee on the Future of Work is driving organisational and workforce reform priorities for the APS. It provides advice to Secretaries Board on opportunities to strengthen the APS workforce and organisational capability. 
  • By the end of 2023, the Government will develop a  Monitoring and Accountability Framework  to embed Closing the Gap Priority Reform Three. This will be in partnership with Aboriginal and Torres Strait Islander expertise and the Coalition of Peaks.

Priority four : An APS that has the capability to do its job well

An aps that has the capability to do its job well.

The APS builds the capability of its staff to create a skilled and confident workforce, and a robust and trusted institution that delivers modern policy and service solutions for decades to come.

See the full details of Priority four

Across the APS, initiatives are under way to strengthen the skills, confidence and capability of the APS. 

  • In 2022, the Government announced $25 million in funding to establish the  APS Capability Reinvestment Fund . In 2023, the Fund supported 10 projects to build skills like evaluation, cultural and futures capability. Bids for  Round 2 of the Capability Reinvestment Fund are now open. 
  • APS Capability Reviews started in July 2023 to assess agencies’ ability to meet future goals and challenges. Four have been completed with more to come. 
  • Australian Government Consulting is the new in-house consulting service for the APS. It will reduce reliance on contractors and consultants and build capability.
  • The APS is embedding a culture of evaluation to grow capability. The  Australian Centre for Evaluation was set up in July 2023 to improve the volume, quality, and impact of evaluations across the APS. 
  • Updated guidance on  Optimal Management Structures to help agencies update their structures and ways of working to make decisions at the lowest possible level. The updated guidance was released in October 2023.
  • In 2021-22 the Australian Government conducted an  Audit of Employment . The report released in May 2023, found external labour formed almost 54,000 full-time equivalent positions and cost $20.8 billion. The audit results inform the APS’s capability building work.
  • The APS Strategic Commissioning Framework was released in October 2023. It will ensure APS staff do core APS work and limit outsourcing. Agency heads will use the framework to make direct employment a priority in their workforces. 
  • Strong partnership between the APS and ministerial offices is key for an effective government and delivery of policies and services to the Australian community.  Information resources and a  learning program are building APS capability to partner with and build stronger relationships with Ministers and their staff.
  • Futures and strategic foresight capability is needed to broaden the use of futures analysis to inform policy and decision-making across the APS. This project is being scoped for early 2024.
  • Two pilot programs to establish Asia and the Pacific Capability have been launched. The  APS Indo-Pacific Executive Development Program and Pacific Cultural Capability Micro-credential will build knowledge of the shared challenges facing our region and levels of cultural competency toward Asia and the Pacific.

Delivering Great Policy is a  learning resource and  series of workshops to build an in-depth understanding of the core elements for delivering great policy.

australian government business capability model

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2023-24 DFAT Corporate Plan

The corporate plan is the department’s primary planning document. It sets out our vision, purpose, capabilities and risks, and describes the complex international environment in which we operate. The corporate plan is a roadmap for how we will deliver the Government’s agenda over the next four years and how we will measure our performance. Results against this corporate plan will be reported in our 2023–24 annual performance statements.

Download DFAT Corporate Plan

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Digital Transformation Agency

Digital transformation strategy 2018—2025, expanding digital capability.

People and businesses who work for the government must have the skills to drive our digital transformation efforts. They must help us to create better services using established and emerging technologies.  

We will identify and describe the digital skills we need so that training, recruitment and career development is easier for the Australian Public Service. This includes programs to recruit emerging talent through internships, cadetships and graduate placements.

We are embedding these digital skills right across government. The investment is part of the Australian Government’s modernisation fund in collaboration with the Australian Public Service Commission. We expect this capability to evolve as future needs for skills emerge. Emerging needs include cloud computing management and cyber security, as well as design and research skills. We also need to identify areas where we can build new capabilities to help Australian small and medium-sized enterprises into the future.

Australian companies and their workforces will play a leading role in delivering digital transformation. We will buy value-for-money technology from around the world and apply it with Australian ingenuity and skills. The way we engage with suppliers will manage risks for government and our business partners. We are transforming our sourcing arrangements so that government is open for business. This contemporary approach to procurement is iterative and collaborative. It allows government to reduce risk in buying technology and services, and get better value for money.

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Aboriginal and Torres Strait Islander Cultural Capability Framework

Introduction.

1. The Aboriginal and Torres Strait Islander Cultural Capability Framework (the Framework) provides a basis for building the cultural capability of the Commonwealth public sector.

2. The Framework explains the skills, knowledge, and practices that employees need to perform their duties in a culturally informed way. It offers a model to support the development of these skills across the sector.

3. The Framework supports employees and leaders to:

  • take culturally informed approaches to their day to day work;
  • ensure policy, programmes, and service delivery reflect, and are appropriate to, the needs of Aboriginal and Torres Strait Islander peoples;
  • engage effectively with Aboriginal and Torres Strait Islander peoples on relevant issues; and
  • foster workplace cultures that respect and value the skills, experiences, and perspectives of Aboriginal and Torres Strait Islander employees and communities.
"Aboriginal and Torres Strait Islander culture is diverse and thriving. Tapping into this multiplicity of experience and understanding through a lens of cultural competence will reward all Australians." - Russell Taylor, Principal, Australian Institute of Aboriginal and Torres Strait Islander Studies

Cultural capability in the Commonwealth Public Sector

4. Commonwealth public sector employees affect the lives of Aboriginal and Torres Strait Islander peoples in a range of ways. Aboriginal and Torres Strait Islander citizens are among the most disadvantaged people in Australia. The Australian Government is committed to achieving better outcomes for Aboriginal and Torres Strait Islander peoples and specific priorities have been set in health, employment, and education.

5. Improving outcomes in these and other areas cannot be achieved without cultural capability. Equally crucial is the ability to partner with Aboriginal and Torres Strait Islander peoples in the development and delivery of policy, programmes, and services that affect them.

6. Capability models provide a framework for identifying key workforce capability requirements. The Cultural Capability Framework enables agencies and managers to identify skills and practices that support good outcomes for Aboriginal and Torres Strait Islander peoples.

7. As an employer, the Commonwealth public sector is committed to the attraction and retention of Aboriginal and Torres Strait Islander employees, as outlined in the Commonwealth Aboriginal and Torres Strait Islander Employment Strategy. Greater cultural capability among managers and employees will improve employment opportunities and experiences for Aboriginal and Torres Strait Islander employees. This in turn will drive improved attraction and retention outcomes.

About the Framework

8. The Framework is not prescriptive. It provides a basis for senior executives, human resource (HR) practitioners, and line managers to develop practical strategies to support Aboriginal and Torres Strait Islander cultural capability in their agencies. Individual employees may also find the Framework useful as a guide for personal development.

The Framework model

9. The Framework highlights three domains of cultural capability, drawing upon the Knowing, Doing, and Being framework used by Snook et al (2012) . In each domain there are core and functional areas of capability that can be applied at any classification. The cultural capabilities can be integrated into agency capability frameworks and used in conjunction with existing frameworks for leadership, core skills, and management expertise.

10. Cultural capability requires continuous development and practice in all three domains, as shown in Figure 1—a continuous process of learning.

Figure 1: The Commonwealth Aboriginal and Torres Strait Islander Cultural Capability Model. Effective practice in all three domains contributes to an employee becoming culturally capable.

A venn diagram of the cultural capability framework. One circle says "doing"  and underneath 'culturally appropriate action & behaviour'. Another circle says "Being" and underneath, Awareness, authenticity and openness to examining own values and belief. The last circle says Knowing, beneath, knowing and understanding history, culture, customs and belief. They all come together to  say "Cultural Capability" in the middle

Cultural capability domains

  • Gaining knowledge of Aboriginal and Torres Strait Islander culture, customs, histories, and place-based circumstances
  • Understanding Aboriginal and Torres Strait Islander peoples' current and past interactions with government.
  • Taking action in a culturally appropriate way.
  • Demonstrating authentic respect for culture in all interactions.
  • Being aware of personal values and biases and their impact on others.
  • Having integrity and cultural sensitivity in decision-making.

Knowing, Doing, and Being

  • Continuously building capability across all three domains.
  • Cultural capability is a process of continuous learning.

Applying the framework

Australian public service commission.

11. The Commission supports the Framework by providing good practice advice, strategies, and resources. The Commission helps agencies to share cultural capability development strategies, case studies, initiatives, and research to develop employee skills and improve agency practices.

Agency leadership

12. Agency heads and senior leaders may use the Framework to develop their own cultural capabilities as well as championing initiatives to develop the cultural capability of all employees.

13. Many levers can be used to develop cultural capability across the workforce, including the agency's corporate plan and strategic documents. More targeted policy documents may include Workplace Diversity Programmes, Reconciliation Action Plans, Indigenous Employment Strategies, human resource strategies, and learning and development plans.

Agency business

14. Where services or programmes are being delivered to Aboriginal and Torres Strait Islander peoples or communities, the Framework can be used to guide assessment of the cultural capability of those contracted to deliver these services. Cultural capabilities may be outlined in the contract and tender proposals as an integral part of the requirements.

Strategies for HR practitioners and managers

15. The Framework assists HR practitioners and managers to identify the cultural knowledge, skills, and personal attributes needed to deliver the agency's outcomes.

16. The Framework can be used to:

  • Recruit for cultural capability —inform the content of job advertisements and recruitment processes.
  • Assess cultural capability —identify, analyse, and benchmark workforce capability strengths and gaps at a whole of agency, team or individual level.
  • Develop cultural capability —support the development and delivery of targeted learning and development initiatives.
  • Lead with cultural capability —clarify the cultural expectations of leaders in their day to day work and as managers of others.
  • Improve workforce planning —identify the workforce requirements for current and future agency functions where Aboriginal and Torres Strait Islander peoples are affected.
  • Improve performance management —increase cultural capability for all employees through integration into performance frameworks.
  • Support mentoring and coaching —transfer cultural understanding and skills against targeted areas of capability.
  • Support procurement and intellectual property —build understanding of the cultural implications of procurement policies and intellectual property laws and policies, including those relevant to Aboriginal art and heritage.

Measuring success

17. The Commission will work with agencies to measure the usefulness of the capabilities.

18. Surveys conducted for the purposes of the annual State of the Service Report will be used to measure the impact of the Framework in improving retention and engagement of Aboriginal and Torres Strait employees.

The Cultural capability map

19. The Framework's cultural capability map spells out two core capabilities and five functional capabilities.

Core cultural capabilities

20. Foundation cultural capabilities are the baseline capabilities for all employees, regardless of their role, function, agency, or classification. These are the essential cultural capabilities for all Commonwealth employees.

21. Leadership is a practice rather than a position and it can be practised at all levels . The leadership capabilities are important in setting direction and embedding culture. They should be developed and applied by anyone exercising leadership responsibilities.

Function-specific cultural capabilities

22. Certain functions and work activities are more likely to impact outcomes for Aboriginal and Torres Strait Islander peoples and communities. Employees performing these functions or activities need additional cultural capabilities.

Community engagement

23. Employees who work with Aboriginal and Torres Strait Islander communities will achieve better outcomes if engagement, consultation, and negotiation are culturally informed. The 'community engagement' cultural capabilities support effective community engagement activities.

Individual service delivery

24. Many employees deliver services directly to members of the public, including to Aboriginal and Torres Strait Islander peoples and communities. The 'individual service delivery' cultural capabilities support effective interactions and communication with Aboriginal and Torres Strait Islander peoples aimed at improving service delivery.

Policy formulation

25. The 'policy formulation' cultural capabilities target employees responsible for developing policy that may impact on Aboriginal and Torres Strait Islander peoples and communities. The impact may be direct or indirect.

Programme delivery

26. Programme delivery is undertaken throughout Australia, both in cities and in regional and remote areas, and is often contracted to third parties. The 'programme delivery' cultural capabilities provide a base level for employees undertaking this function. Specific local knowledge and insights may also be needed to be effective in this work.

27. Employees engaged in research projects that involve Aboriginal and Torres Strait Islander peoples and communities require 'research' cultural capabilities. These help employees take a culturally informed approach to the research method, publication, evaluation, and management of outcomes.

Commonwealth public sector Aboriginal and Torres Strait Islander Cultural Capability Map

Function-specific capabilities.

Aboriginal and Torres Strait Islander Cultural Capability Framework (PDF - 7.82 MB)

Australian Government Department of Finance

© Department of Finance This content is only accurate as at the date of printing or download. Refer to Home | Department of Finance to ensure you are viewing the latest version.

Benchmarking Risk Management Capability

The 2023 Comcover Risk Management Benchmarking Program has been finalised. Participating entities have now received their reports via the Comcover Launchpad. Thank you to all those who participated and the Benchmarking Program will be conducted again in 2025.

The Benchmarking Program is a self-assessment tool which gives Comcover Fund Members an opportunity to measure their risk management capability against the following five themes:

Governing your entity:

Findings from the Survey can help Fund Members understand how successfully risk management has been integrated into their business operations, and assist them in identifying areas for improvement and prioritising risk management activities for capability uplift.

Please contact Comcover for further information on the benchmarking program.

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A man speaks outside court

How will Donald Trump pay the $438m he owes in penalties from civil trials?

Two giant penalties handed down in a matter of weeks will cost him millions – and that’s only part of what he could owe

  • Full report: Trump ordered to pay over $350m in New York fraud case
  • Trump fraud trial ruling – live updates

In a matter of weeks, Donald Trump was hit with two giant penalties from two civil trials in New York – $83m for defamation against the writer E Jean Carroll and $354.9m plus pre-judgment interest for inflating the value of his assets on government financial statements.

The verdicts combined will cost him some $438m, and that’s only part of what Trump could owe across numerous lawsuits. The payments will probably create a sizable dent in his wallet. Bloomberg’s billionaires’ list estimated that Trump’s net worth in 2021 was about $2.3bn, meaning these two rulings alone could take out almost a fifth of Trump’s net worth.

Trump’s finances have been notoriously opaque, not least because the Trump Organization is a private business, meaning it does not have to file public financial reports. But here’s what we know about what Trump has to pay and how it will affect his finances.

It all depends on the appeals

Trump is likely to appeal both cases, the outcomes of which could affect how much he ends up owing. It is unclear how long the appeals will take. For reference, an appeals court has yet to rule on a May 2023 ruling for a separate Carroll case that found Trump guilty of sexual abuse and defamation. Trump was ordered to pay $5m in damages in that case.

Also, the appeals court is technically considering two appeals coming out of Trump’s fraud trial. The first appeal came after a September pre-trial ruling found Trump guilty of fraud, ordering the removal of his business licenses. The second appeal is about the penalty the New York judge Arthur Engoron ordered Trump to pay after the months-long trial. It is unclear whether the appeals court will decide on the two appeals together or separately, but it will probably be at least a few months before any decision is announced.

Bankruptcy for Trump is unlikely

While $438m is no small sum, Trump is wealthy. Trump ally Rudy Giuliani declared bankruptcy after a jury ordered him to pay $148m to two Georgia election workers; the former New York mayor has declared he owes between $100m and $500m and has assets of between $1m and $10m.

To declare bankruptcy, Trump would have to prove that the verdict outweighs his assets, something that is highly unlikely.

During a deposition with prosecutors for the fraud trial in April 2023, Trump said that he had more than $400m in cash. However, last year, Forbes reported that Trump had since invested the bulk of his cash in bonds and treasuries, with a small portion kept in stocks and mutual funds. After his guilty verdicts, Trump will probably have to sell a good chunk of those investments.

A big question is whether Trump will have to touch anything in his real estate portfolio. Trump has gotten a cash boost from selling his properties before: he sold his golf club in the Bronx last year, and in 2022, he completed the sale of the Old Post Office building in Washington DC, which was converted into a hotel. Court documents showed that the sale of the Old Post Office netted $131.4m before taxes, according to the New York Times .

It will be a tough decision for a man who, just several years ago, claimed he was worth $10bn. This pride in his wealth has recently been used against him. In closing arguments in Carroll’s January trial, her lawyers told the jury that they should punish Trump with higher damages precisely because he claims he is so wealthy.

“A billionaire like Donald Trump could pay a million dollars a day for 10 years and still have money left in the bank,” Carroll attorney’s Roberta Kaplan told the jury on 26 January. “It will take an unusually high punitive damages award to have any hope of stopping Donald Trump.”

Trump will still have to pay the court, even as appeals go through

Even though Trump is waiting on multiple appeals decisions, he will have to give the court the money to hold on to. If Trump wins any of his appeals, he can get his money back.

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Trump has a few options in paying the court. He could pay up everything that he owes now in cash. Or he could try to get an appeal bond, meaning he wouldn’t have to pay all the cash up front in exchange for a premium and putting up collateral.

In his May 2023 Carroll case, Trump set aside the $5m he owed in cash, saving him about $55,500 in what would have been bond premiums. Though Trump may prefer to pay out the verdicts in cash, it is unclear whether he has enough on hand to avoid a bond this time.

Trump is rich with campaign money, but spending it on personal legal expenses will be complicated

Trump has been zealously fundraising off his legal troubles, probably because he has sizable legal fees for his two civil trials and four criminal trials.

What Trump can pay for using his campaign money is unclear. A federal law bans candidates from using campaign funds for personal use, making it unlikely that Trump can use campaign funds to help pay off some of the Carroll award and fraud penalty.

But Trump has not shied away from using campaign funds for some of his trials. The Associated Press reported in October that Trump’s Save America political action committee (Pac) had paid $37m in legal fees, more than half of the Pac’s total spending.

And the money keeps flowing in. Trump was the Republican candidate who received the most donations last fall, raising $45.5m in the third quarter. Ron DeSantis, who dropped out of the race in January, raised the second most, taking in about $30m.

  • Donald Trump
  • Real estate
  • E Jean Carroll

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