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Workforce capability planning

The ACMA Workforce Plan converts the strategies identified in our corporate plan into measures that ensure we have ‘the right people, with the right skills, in the right roles, at the right time’. This allows us to effectively and efficiently perform new activities as well as our ongoing priorities. Through this planning period, we will use our workforce planning capability to develop and implement strategies to ensure the agency remains appropriately skilled and agile while providing exemplary levels of service.

Overall workforce analysis highlights many strengths for the agency. These include a highly skilled, professional and engaged workforce; good gender balance; a sound average staff tenure of eight years (average of 10.4 years across the APS) and an annual staff turnover rate (excluding voluntary redundancies) of 7.7 per cent (compared to an average of 7.2 per cent across the APS)

To leverage our current workforce strengths, and deliver on the programs and activities outlined in this plan, workforce development activities will focus on four key areas:

  1. Leadership—empower and support active leaders who can demonstrate and promote ACMA values while developing the capabilities of our workforce.
  2. Workforce—encourage mobility and effective and accessible learning and development interventions to develop and maintain a skilled workforce that can respond to agency priorities.
  3. Recruitment and selection—raise the ACMA’s profile in industry and government to attract a talented, professional and multi-skilled workforce, and streamline recruitment processes.
  4. Health and safety—continue to promote a safety culture, and encourage a suitable work/life balance and healthy work activity promotions.

Capital investment program

The ACMA’s capital investment program covers ICT, technical equipment and property portfolios. We consider all capital investment decisions on a return-on-investment and continuation-of-capacity basis.

The ACMA’s Capital Investment Strategy is endorsed by our Executive Group, and achieved by an appropriate Capital Management Framework and policies including the use of asset registers, capital budgeting prioritisation frameworks, time-recording and reporting.
Maintaining a well-managed ICT portfolio is a material element of our capital investment program. The ACMA’s annual ICT capability approach is articulated in our ICT Capital Plan 2017–18, which is the current-year view of our five-year ICT transformational roadmap.

Key results of this ICT transformation have included establishing modern and resilient infrastructure, applications that have led to improvements in core business areas, enhanced customer interaction initiatives and migrating systems to hosted cloud environments.

Following are the key strategic objectives for our ICT program:

  • delivering a consistent core ICT experience—supporting our people through better use of ICT anywhere and anytime, on a range of devices
  • maintaining a focused application portfolio—leveraging our cloud-based technology platform to consolidate and simplify existing business systems and deliver new, digital-ready solutions
  • future-proofing our physical ICT infrastructure—putting appropriate arrangements in place to manage core ‘unseen’ ICT assets such as networks and storage
  • being a capable and confident service provider—ensuring that we have the right people, processes and systems to deliver an effective ICT service
  • improving the operation of the Information Management Framework—the purpose of this framework is to ensure the ACMA’s information management governance instruments (strategy, policy, procedures and other related documents) are aligned with the government’s requirements.



Last updated: 30 August 2017

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