AEC Corporate Plan 2015–2019

Updated: 26 August 2015
Message from the Electoral Commissioner, Tom Rogers

Message from the
Electoral Commissioner

This is the corporate plan for the future of the Australian Electoral Commission (AEC). We are on a new road and we are committed to the change journey that commenced following the 2013 federal election. The plan sets out our strategic direction for the years 2015-2019, the strategies to get us there, and the key indicators of our performance. It is also designed to ensure we meet the expectations of the Australian Government and the Australian public.

To this end, we have identified five agency directions:

  • deliver a changed model for elections and referendums
  • govern the organisation for quality and assurance
  • professionalise the workforce
  • re-establish the reputation of the AEC, and
  • build an agile and responsive organisation.

Every part of the AEC has a role to play in rebuilding the confidence and trust of our stakeholders and the Australian public. We will do this by reforming our processes and systems, embedding our values of quality, agility and professionalism in everything we do, and demonstrating our commitment to electoral integrity. We have also adopted the principle ‘every task matters’, which applies no matter what that task is.

Our first opportunity to publicly demonstrate this will be the next federal election. By 2019, we aim to have re-established our reputation by delivering trusted, consistently reliable, high quality and high integrity electoral events and services.

Tom Rogers
Electoral Commissioner

About the AEC

The Australian Electoral Commission (AEC) is an independent statutory authority responsible for administering the Commonwealth Electoral Act 1918 (the Electoral Act). The AEC must conduct federal elections and referendums, maintain the Commonwealth electoral roll and administer Part XX of the Electoral Act, which deals with political funding and disclosure. The AEC also provides a range of electoral information and education programs.

The AEC has a three tier structure: a national office in Canberra, state and territory offices located in each capital city and divisional offices responsible for electoral administration for each electoral division.

Our purpose

The AEC is funded to deliver one key outcome:

Maintain an impartial and independent electoral system for eligible voters through active electoral roll management, efficient delivery of polling services and targeted education and public awareness programs.

Environment

The AEC’s reputation was deeply impacted by issues associated with the conduct of the 2013 federal election. Repairing the AEC’s reputation will take time. The AEC is operating in an external environment characterised by reduced trust in institutions, increased demand for flexible, accessible and online services and a leaner, more competitive public service. Never before has information been so readily accessible by the public at large and they are, quite reasonably, using this information to hold the public service to greater account.

The external operating environment for electoral management bodies, both domestically and internationally, is also dynamic.

The AEC, like electoral management bodies around the world, must meet shifting community expectations of timely service delivery, including an increased use of technology in all aspects of election delivery. Similarly, the Australian Government public service reform agenda, including digital transformation and shared provision of services will require the AEC to remain agile and flexible.

Performance

Our focus

The AEC’s focus is on electoral integrity through the AEC values of quality, agility and professionalism.

Diagram showing the AEC’s focus on electoral integrity through the three values

Quality must be evident in every task across the AEC, and excellence in practice must be the driving force behind every aspect of the AEC’s business. Planning, policy, procedure and service delivery must reflect this, ensuring the AEC delivers nationally consistent and reliable elections.

Agility is a critical feature of modern public sector agencies. It is defined by an ability to readily and swiftly adapt to change, to operate effectively despite uncertainty, and to be flexible and innovative. An agile AEC looks for innovative solutions, rather than obstacles to improvement.

Professionalism must be the hallmark of the AEC. A professional AEC is made up of competent, knowledgeable and skilled electoral practitioners, whose work is marked by proficiency.

These values frame how AEC staff work. In four years the AEC must have re-established its reputation for delivering trusted, consistently reliable, high quality, high integrity elections. The next federal election will be the AEC’s first opportunity to demonstrate this on a large scale.

Ballot paper principles

The AEC upholds the sanctity of the ballot paper in all its forms and at all times.

This is given effect through two principles:

1
All ballot papers remain ‘live’ from printing through to statutorily authorised destruction.
2
The security, integrity and accountability of ballot papers must be preserved at all times – including transit and storage by the AEC, contractors, or other third parties.

These principles underpin all AEC planning, training, systems, handling and practices associated with ballot papers. They show how important ballot paper security is, and provide a basis for the treatment of every ballot paper from printing to destruction, by anyone who handles ballot papers, including but not limited to staff, polling officials and contractors.

APS values

The AEC is committed to the APS values of being impartial, committed to service, accountable, respectful and ethical. They are core components of a positive culture, stewardship, high performance, and leadership. The ability of the AEC to perform its core function, that is, to deliver electoral events impartially and independently, depends on all staff acting in accordance with these values on a personal level. Given the AEC’s public profile, all staff must action and model these values in all dealings with the public and each other.

Our future direction

Agency directions

Over the next four years the AEC will focus its efforts on five complementary directions to successfully deliver the next federal election and position the AEC for the future (including the 2019 federal election and beyond). The agency directions are to:

Deliver a changed model for elections and referendums. Govern the organisation for quality and assurance. Professionalise the workforce. Re-establish the reputation of the AEC. Build an agile and responsive organisation.

In addition to the agency directions, the AEC will continue to focus on its legislative deliverables. These are:

  1. federal elections, by-elections and referendums
  2. electoral roll management
  3. support services for electoral redistributions
  4. party registration and financial disclosure
  5. industrial and commercial elections
  6. public awareness.

During 2015-16 the AEC will implement a number of activities that will provide confidence the AEC is appropriately placed to deliver the agency directions.

Agency direction Strategies Key performance indicators

Deliver a changed model for elections and referendums

1.1 Design and implement a coherent, integrated election plan.

1.2 Reform electoral business processes and practices.

1. Federal electoral events are successfully delivered.

2. Maintain ability to conduct a federal electoral event within the timeframe determined by the Electoral Commissioner.

Govern the organisation for quality and assurance

2.1 Implement an assurance framework.

2.2 Design and implement an enterprise performance and reporting framework.

2.3 Evolve an organisational structure that supports the agency directions.

1. Assurance framework is implemented.

2. An enterprise performance and reporting framework is implemented.

3. High level of confidence in accuracy of the electoral roll.

Professionalise the workforce

3.1 Develop and implement a workforce planning strategy.

3.2 Educate all staff on roles and principles.

3.3 Recruit and train the temporary election workforce on election-related processes.

3.4 Build the management capability of the Executive Level cohort.

1. An election workforce planning strategy is implemented.

2. The election workforce is ‘match fit’ before the anticipated 2016 election.

3. Management capability of key cohorts addressed in development plans and delivered with 90 per cent participating in courses where appropriate.

Re-establish the reputation of the AEC

4.1 Engage decision makers and opinion shapers in constructive conversations to shape expectations.

4.2 Entrench a culture of quality, professionalism and agility to support electoral integrity.

1. Productive relationship is maintained with the Minister, Parliament, key agencies and other stakeholders.

2. High quality services delivered with effective management of issues in line with relevant legislation and agreements.

3. Information is timely and accurate, uses appropriate technology and channels, and meets accessibility standards.

Build an agile and responsive organisation

5.1 Establish capacity to scan the horizon and scan for good practice.

5.2 Develop options and capabilities post-2016.

5.3 Implement post-2016 reform agenda.

1. Develop and establish an efficient election evaluation model.

2. Create an environment to encourage innovative practices to support the AEC and the conduct of electoral events.

Regulator performance framework

The Australian Government has committed to reducing the cost of unnecessary or inefficient regulation imposed on individuals, business and community organisations and has developed a framework to measure the performance of regulators. As a regulatory body, the AEC aims to reduce the regulatory burden imposed on electors through enrolment and voting activities.

The AEC will measure itself against the six mandatory key performance indicators, consistent with the AEC’s obligations under the regulator performance framework.

Mandatory key performance indicators Measures of success
Regulators do not unnecessarily impede the efficient operation of regulated entities. High quality services delivered to clients with effective management of issues in line with the legislation and agreements.
Communication with regulated entities is clear, targeted and effective. Information is timely and accurate, uses appropriate technology and channels, and meets accessibility standards.
Actions undertaken by regulators are proportionate to the regulatory risk being managed. Maintain ability to conduct a federal electoral event within the timeframe determined by the Electoral Commissioner.
Compliance and monitoring approaches are streamlined and coordinated. An enterprise performance and reporting framework is implemented.
Regulators are open and transparent in their dealings with regulated entities. Productive relationship is maintained with the Minister, Parliament, key agencies and other stakeholders.
Regulators actively contribute to the continuous improvement of regulatory frameworks. An efficient election evaluation model is implemented.
Create an environment to encourage innovative practices to support the AEC and the conduct of electoral events.

Our priority activities for 2015–16

Over the next 12 months the AEC will work to deliver the following activities in alignment with the agency directions.

Agency direction Activity Activity deliverable

Deliver a changed model for elections and referendums

Implementation of the election readiness framework and tools to allow the AEC to prepare for electoral events seamlessly and comprehensively.

The election readiness framework supports orderly preparation for elections and provides assurance to the Electoral Commissioner that the entire agency is at a level of readiness to conduct a successful electoral event. The 2016 election ready road map (ERRM) is the AEC's central election readiness planning document.

Implement the electoral reform program.

Before the 2016 federal election, reforms in the following areas will be implemented: logistics and materials management, contract management, ballot paper security, compliance with established processes and procedures, and culture.

Development of an election workforce plan.

The election workforce plan will assist in prioritising and allocating resources to ensure the workforce is ‘match fit’ prior to the next election.

Govern the organisation for quality and assurance

Implementation of a new planning, performance and reporting framework.

Implement a framework to support staff involved in planning, delivering outcomes, managing resources and finances. This is integral to the structures, processes, controls and behaviours that support sections of the Public Governance, Performance and Accountability Act 2013.

Implementation of an assurance framework.

Implement a documented model that sets out the ways the Executive Leadership Team will gain assurance that the agency is operating efficiently, effectively and achieving its outcomes.

Enhance the risk management framework.

Refresh the current risk management framework to further embed the practice into the AEC’s business processes and increase the positive risk culture within the agency.

Enhancements to assist in maintaining the accuracy and integrity of the electoral roll.

Implement a range of program measures based on the Electoral Integrity Framework to improve roll completeness and accuracy, reduce roll divergence, streamline workload and workflow, assist the workforce, and monitor roll integrity.

Professionalise the workforce

Core skills and capability training for APS employees.

Becoming a learning organisation to support cultural change and to attract, retain and develop a more professional and agile workforce.

New model for training the election workforce.

Deliver a ‘match fit’ election workforce that is capable and ready to undertake assigned roles during the conduct of an electoral event.

Alignment of organisational culture with the values of quality, agility and professionalism to support electoral integrity.

Continue to embed the AEC values within the organisational culture, which will include applying them to every task.

Re-establish the reputation of the AEC

Deliver external facing services to a standard deemed acceptable by stakeholders.

Successfully deliver services such as management of the electoral roll, party registration and financial disclosure, and the conduct of electoral events.

A refresh of public education and awareness including a Democracy Rules update.

Modernise the delivery of the electoral education resources kit to meet accessibility standards and modern education methods.

Build an agile and responsive organisation

Development of innovative solutions to enhance the electoral process.

Develop and enhance current systems to support the electoral reform program and 2016 federal election readiness and delivery.

Progress the implementation of the Information Technology (IT) Strategic Plan.

Critical to enabling new capability, the IT Strategic Plan supports key business initiatives and program development; delivering efficient administration of the AEC through technology-optimised processes and ensuring the meeting of commitments to key stakeholders.

An organisational structure that supports the agency directions.

A fit for purpose structure that provides the required corporate governance and oversight whilst enabling the efficient and effective delivery of electoral events.

Capability

Resources and allocation

Resources, particularly financial resources, are allocated based on alignment with the agency directions and strategies, the risk to the agency and executive priorities. This information is collected through business planning and project management processes prior to the commencement of the new financial year. Progress against key performance indicators is measured and monitored regularly through the AEC’s reporting structure, to ensure priorities are met in the timeframes indicated and within budget.

The AEC’s legislative deliverables are managed through four programs:

Electoral Roll Management

Provide Australian voters with access to their entitlement to vote through maintaining an accurate electoral roll.

Elections

Access to an impartial and independent electoral system.

Education and Communication

Informed Australians through the provision of communication, education and public awareness activities.

Industrial and Commercial Elections

Conduct of industrial and commercial elections in accordance with applicable legislation.

Information Technology Strategic Plan

The Information Technology Strategic Plan 2015-2020 (the IT Strategic Plan) describes the AEC’s desired information technology vision to 2020. It is supported by the IT Architecture Plan.

The IT Strategic Plan identifies internal and external environmental factors that may impact on the AEC’s use of information technology, including whole-of-government initiatives and the work of agencies such as the Digital Transformation Office (DTO). The IT Architecture Plan outlines the principles that will drive decision making and investment in information technology.

The IT Strategic Plan’s objectives are derived from the AEC’s five agency directions. The objectives are:

  1. improve election logistics
  2. improve election transparency
  3. improve stakeholder experience
  4. be ready
  5. reduce risk
  6. improve election staff effectiveness, and
  7. maintain capability.

Learning and development and workforce planning

The AEC is in the process of developing and implementing an integrated approach to recruitment, learning and development, performance management and workforce planning activities. This work will build capability in a systemic and sustainable way as part of election readiness in the lead up to the anticipated 2016 and 2019 federal elections.

In this time of change the right workforce management approach will enable the AEC to:

  • develop a complete workforce planning picture that caters for both the APS and the temporary election workforces for future electoral events
  • attract, retain and develop a more agile workforce with greater diversity, reflective of the local demographic and a skillset aligned with identified capabilities
  • develop a culture that supports greater levels of employee engagement, performance and professionalism
  • change the workplace composition as we move away from using large numbers of intermittent and irregular employees outside of the election period and look to partner with specialist providers and build a professional workforce
  • embed standards of behaviour and work practices that align with the AEC’s values and ballot paper principles
  • improve consistency of practice in operational roles and build levels of compliance, quality and integrity across operational activities, and
  • develop a culture that no longer accepts that workplace, health and safety issues such as fatigue or poor performance and misconduct are an inevitable consequence of working during an electoral event.

Risk oversight and management

The objective of implementing and undertaking a rigorous, systematic and consistent approach to risk management in the AEC is not to eliminate risk, but rather manage risks inevitably involved in many AEC activities and to maximise opportunities to improve electoral services.

Risk assessments will be incorporated into all critical activities of the agency. Having consistent and universal application of formal risk management processes will increase the likelihood of the AEC meeting its objectives and outcomes.

The AEC’s approach to risk management will:

  • ensure that the AEC’s business is managed in a responsible manner
  • ensure that significant risks faced by the AEC in our electoral operations and in the broader political and governmental environment are understood and appropriate mitigation action is in place
  • increase the likelihood of meeting key performance indicators and delivering services to the standards expected by stakeholders
  • safeguard the AEC’s people, information, property and public monies
  • create an environment in which all AEC employees assume responsibility for the proactive identification and mitigation of risk
  • facilitate the AEC’s compliance with relevant legal and regulatory requirements
  • ensure the adoption of evidence based reliable decision making processes and planning using risk management approaches
  • ensure there is a shared, agency-wide approach to risk management
  • improve operational effectiveness and efficiency, including the use of resources, and
  • improve the governance of the AEC’s management of risk.