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Corporate
ANAO Census Action Plan 2025–26
Published
Tuesday 25 November 2025
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Introduction
The Australian Public Service (APS) Employee Census is an annual survey administered by the Australian Public Service Commission (APSC). The survey is used to collect confidential attitude and opinion information from APS employees on issues in the workplace.
The ANAO recognises the survey provides an opportunity for employees to share their experience of working within our organisation and the public service and for the ANAO to respond to this feedback. In responding, the ANAO seeks to create strategies to both improve the operations of our organisation and the experience of our people.
As outlined in the ANAO Corporate Plan 2025–26, we are committed to a culture of integrity, respect and excellence that supports a high-performing, inclusive and innovative workplace. Our focus is on empowering our people, promoting wellbeing and diversity, and providing a positive experience that enables them to thrive.
In 2025, the APS Employee Census was conducted from 5 May to 6 June. The ANAO had a response rate of 93 percent, with 436 of 467 eligible employees responding to the survey. A high response rate gives the ANAO assurance that the results are representative of how staff feel about their work and the workplace.
Overall, the ANAO results continued to build on the results from 2024 and were again positive, reflecting a workforce that is committed to the purpose of our organisation. The ANAO scored strongly against the indices of ‘Employee engagement’ (74); ‘Leadership-SES’ (75); and ‘Leadership-Immediate supervisor’ (78) — receiving index scores of 74 or higher.
These results demonstrate that we continue to maintain high performance in these areas.
Table 1: ANAO Census Results 2024–2025
Indices | ANAO index score 2025 | Variance from ANAO 2024 | Variance from overall APS |
Employee Engagement | 74 | 0 | -1 |
Communication and Change | 72 | -1 | +2 |
Wellbeing policies and support | 70 | +1 | -2 |
Enabling innovation | 64 | +2 | -4 |
Leadership-SES | 75 | -2 | +5 |
Leadership-Immediate supervisor | 78 | 0 | +1 |
Based on the 2025 Census results, employee feedback, and the need to maintain continuity with previous focus areas, two priority themes agreed by the Executive Board of Management (EBOM) are ‘Wellbeing’ and ‘Leadership’.
ANAO Census Action Plan 2025–26
Overview
Auditing is an important profession, and the ANAO recognises that our people are our most valuable asset.
The ANAO also recognises that the demanding and cyclical nature of our work means that our people work in a challenging environment, to deliver quality products in a timely manner, to meet the accountability and transparency requirements for the Parliament. Focusing on wellbeing and leadership will continue to foster a collaborative and healthy workforce who can continue to contribute to our important work.
The 2025 Census Action Plan aligns with the ANAO’s Corporate Plan 2025–26. Its focus on wellbeing and leadership reinforces the ANAO’s priorities to embed a high-performing, inclusive and wellbeing-focused culture, that celebrates diverse talent.
Prioritising wellbeing assists staff to feel valued and be more engaged, motivated, and able to maintain a sense of balance and purpose in their work. This, in turn, enhances collaboration, creativity, and retention. Equally, effective leadership sets the tone for our culture: strong leaders not only drive performance but also model behaviours that promote respect, inclusion and diversity. Investing in leadership capability helps ensure that decisions are made with empathy and clarity, fostering trust and stability even during periods of change.
Together, a focus on wellbeing and leadership strengthens organisational resilience, ensuring that people and teams can thrive, adapt, and continue to deliver excellence in a sustainable way.
Focus area: Wellbeing
The ANAO will continue to expand wellbeing programs while addressing workload and resourcing pressures. This includes drafting a new Wellbeing Communication Strategy for 2026 developed in consultation with the Diversity and Inclusion Council and staff. Efforts will also focus on enhancing access to digital wellbeing tools and embedding wellbeing conversations into regular manager / staff check-ins and into business planning. Training and support initiatives will promote resilience, equip staff and managers to recognise and respond to stress, and foster inclusive, connected, high-performing and healthy team cultures.
Table 2: Wellbeing initiatives 2026
|
No |
Objective |
Action |
Target date |
Responsible |
Measure |
|
1 |
Broaden recognition channels |
Introduce quarterly recognition moments (e.g., “BAU Spotlight” in newsletters or team meetings) to complement annual awards. |
February 2026 May 2026 August 2026 October 2026 |
Senior Executive Staff (SES) / EL leaders |
ANAO maintains or improves ‘Employee Engagement’ Index score in the Employee Census 2026 |
|
2 |
Connection and transformation |
Create an Integrated Wellbeing Framework: Combine wellbeing, diversity, and workforce initiatives into a single roadmap for clarity and impact. |
April 2026 |
Chief Operating Officer / Diversity & Inclusion Champion |
The ANAO improves the ‘wellbeing’ index score to 75 in the APS Employee Census 2026 |
|
3 |
Wellbeing driven by Managers |
Managers conduct structured check-ins at least monthly with their staff, focussing on wellbeing, workload and work pressures. Managers will document agreed actions and any support needs, and consider staff wellbeing in business planning. |
December 2025 to October 2026 |
All Managers |
The ANAO improves the ‘wellbeing’ index score to 75 in the APS Employee Census 2026 |
|
4 |
Wellbeing pulse survey check ins |
Conduct an ANAO pulse survey to gather actionable insights and set clear, quantitative goals for improvement. |
February 2026 October 2026 |
Deputy Chief Operating Officer / Chief People Officer/ Chair of People and Change Committee |
The ANAO improves the ‘wellbeing’ index score to 75 in the APS Employee Census 2026 |
Focus area: Leadership
Senior leaders are expected to balance the delivery of high-quality, timely work with the wellbeing and development of their teams, demonstrating the behaviours of the DRIVE leadership framework. There will be a greater expectation of senior leaders to manage their workforce, particularly during times of considerable change and uncertainty. This includes consistent and equitable recognition of staff contributions, especially during peak workload periods and improving and strengthening SES communication to ensure staff feel acknowledged, informed, and connected to the ANAO’s priorities.
By advancing these priorities in a coordinated way, the ANAO can build on its existing strengths while directly addressing the issues most important to staff. A continued focus on wellbeing will help sustain a healthy, resilient workforce. Encouraging innovation will ensure we remain agile and forward-looking in how we deliver our work. Strengthening recognition and communication, particularly through consistent SES visibility and acknowledgement, will reinforce trust, fairness, and connection across the organisation.
Embedding DRIVE leadership behaviours, the ANAO will sustain a healthy, resilient workforce, uphold high audit standards, and foster an engaged, motivated workplace.
Table 3: Leadership initiatives 2026
|
No |
Objective |
Action |
Target date |
Responsible |
Measure |
|
1. |
Embed the DRIVE framework with an emphasis on ‘Values others’ |
Integrate DRIVE into performance and development systems. Model constructive, relationship-centred leadership by fostering cross-group collaborative partnerships. Lead corporate and group dialogue sessions that build trust, strengthen connection, and drive shared engagement. SES leaders demonstrate respect for colleagues by prioritising and fully engaging in the meetings they attend, fostering a culture that values staff members. |
December 2025 to October 2026 |
COO, DCOO Senior Executive Staff (SES) |
The ANAO improves the ‘Leadership-SES’ index score to 80 in the APS Employee Census 2026 |
|
2 |
Improve transparency and communication of leadership decisions |
Increase transparency of SES decisions; share EBOM agendas with APS / EL staff. Publish a concise “Why This Matters” summary after EBOM meetings to explain key decisions and their impact. |
Each month for EBOMs in 2026 |
Executive Board of Management / Chief Operating Officer |
ANAO maintains or improves ‘communication and change’ index score in the APS Employee Census 2026 |
|
3 |
Empower Executive Level leadership |
Build on existing EL1 leadership forums in Groups and as a whole ANAO cohort to strengthen capability and relationships through regular collaboration, knowledge sharing, and leadership-focused dialogue. Deliver an ANAO EL2 conference aligned to the ANAO priorities, with a strong focus on collaboration, building leadership capability, and strengthening a positive ANAO culture. |
March 2026 and October 2026 April 2026 |
Group Heads Chief Operating Officer / Deputy Operating Officer/ Chief People Officer / Executive Level 1s Chief Operating Officer / Deputy Operating Officer/ Chief People Officer / Executive Level 2s |
ANAO maintains or improves ‘Leadership-Immediate supervisor’ index score in the APS Employee Census 2026 |
Outcomes from the 2024–25 Census Action Plan
The ANAO Census Action Plan 2024–25 was developed with the aim of implementing several actions over the following 12 months.
In November 2024, the Census Action Plan 2024–25 was endorsed by EBOM (out of session) and published to the ANAO website on 3 December 2024. EBOM agreed two priority focus areas that had been raised by staff:
- supporting the health and wellbeing of our staff; and
- supporting diversity and inclusion to drive a more innovative and cooperative workplace.
This report marks the closure of the Census Action Plan initiated in response to the 2024 Staff Census results.
Through a series of targeted initiatives and sustained engagement, we have made measurable progress in creating a healthier, more inclusive working environment. This closure report outlines actions taken, outcomes achieved, lessons learned, and recommendations for ongoing improvement.
The following initiatives were undertaken related to these priorities:
Focus area: Supporting the health and wellbeing of our staff
The ANAO observed positive improvements in wellbeing strategies from 2024 to 2025 with a 1 percentage point improvement during this period. It was essential to focus on enhancing and strengthening this upward trend, given the demanding and cyclical nature of our work. This ensures our team can continue to deliver quality products promptly and meet the accountability and transparency requirements for the Parliament.
Table 4 demonstrates the ANAO’s focus objectives, the agreed actions, and the assessment of progress and/or completion of the wellbeing initiatives.
Table 4: Wellbeing initiatives 2024
|
No |
Objective |
Action |
Summary of progress / completion |
Result |
|
1 |
Enhance awareness of both current and upcoming wellbeing programs. |
Develop a Wellbeing Communication Strategy for rollout beginning in February 2025. Development of the strategy will include consultation with staff, including through engagement with the Workplace Consultative Forum and the ANAO Diversity & Inclusion Council. |
In consultation with health and safety representatives, diversity contact officers, and the Workplace Consultative Forum, the ANAO wellbeing communication strategy was implemented in February 2025, with monthly targeted communication and events occurring. Service Group GEDs across the ANAO have consistently communicated with their teams about wellbeing initiatives and support options, such as the Employee Assistance Program (EAP) and flexible working arrangements. This ongoing communication has kept wellbeing at the forefront of staff engagement. The Wellbeing Communication Strategy continues until December 2025. |
Met |
|
2 |
Enhance direct support for employees to promote their wellbeing. |
Expand access to digital wellbeing tools – such as apps or online modules – focusing on mental health, mindfulness, stress management, and financial wellbeing. As part of the performance management framework, include in managers’ performance agreements, the expectation to conduct regular check-ins with staff to foster a culture of connection. Managers to encourage consistent opportunities for staff to discuss challenges, goals and wellbeing in a supportive environment. Staff training will be focused on offerings that enable staff to build resilience, maintain their mental health, identify signs of stress and develop strategies to navigate professional and personal challenges. Initiatives will be aimed at recognising (and responding to) stress indicators, navigating challenging staffing conversations and building inclusive and resilient team cultures. |
Online resources made available to support staff wellbeing through the ANAO Employee Assistance Provider (TELUS Health) and communicated in May 2025. An all-staff information session was attended by 25 staff. Online learning materials were also regularly promoted on ANAO Learning Management System, LinkedIn Learning, and APS Academy through the ANAO Academy monthly newsletter. Manager sessions on performance management were delivered by HRBPs at key milestones to support wellbeing. 24 managers attended these sessions. Census wellbeing outcomes and initiatives were regular agenda items for SES leadership forums, Group meetings and SES talking points. Wellbeing remains a standing agenda item in weekly SES meetings within FSASG to monitor wellbeing particularly during peak periods. Recognising corporate staff may not have access to the same independent support channels as those outside the corporate group, CMG implemented an independent point of contact to enable staff to raise concerns confidentially and without internal influence. Wellbeing sessions were also a key feature of the ANAO’s annual learning festival, LearnFest, in November 2024. |
Met |
Focus area: Supporting diversity and inclusion to drive a more innovative and cooperative workplace
In 2024 the ‘innovation engagement’ index for the ANAO remained largely stable, recording a slight decrease of one-percentage point compared to 2023 (2023: 63, 2024: 62). Despite this, the ANAO continued to invest in strengthening innovation and engagement across the organisation.
During 2025, a range of initiatives were implemented as outlined in Table 5. These efforts contributed to a two-percentage point increase in the 2025 ‘innovation engagement’ score compared to 2024. The ANAO will continue to focus on enhancing this index over the next 12 months.
Table 5 demonstrates the ANAO’s focus objectives, the agreed actions, and the assessment of progress and/or completion of the diversity initiatives.
Table 5: Diversity and inclusion initiatives 2024 Census Action Plan
|
No |
Objective |
Action |
Summary of progress / completion |
Result |
|
3 |
Create opportunities for employees to share knowledge from their diverse backgrounds, experiences, and professional expertise to foster collaboration and learning. |
Deliver Senior Executive Service (SES) facilitated Dialogue Sessions aimed at bringing staff together to collaborate, share ideas, solve problems, or identify new opportunities on a range of topics. Topics of the SES facilitated Dialogue Sessions will be developed by the People and Change Committee in February 2025 and endorsed by EBOM in March 2025. The sessions, facilitated by a diverse panel of SES from across ANAO, are designed to actively listen to staff feedback and foster an open dialogue. These sessions aim to create a collaborative environment where staff are encouraged to share their ideas, knowledge, and experiences, with SES leaders genuinely engaging in the conversation to support and build on the insights provided. Sessions will be held in March, July, October 2025. The SES-facilitated Dialogue Sessions will be available to all staff and advertised through internal ANAO communication channels. |
Five SES Dialogue Sessions were held from April 2025, covering P&CC and EBOM endorsed topics like Innovation, Building a Positive Culture, and Diversity and Inclusion to foster staff engagement. PSASG rotated 20 staff into FSASG between June and September 2025 to promote cross-skilling, collaboration and knowledge exchange. Service groups actively promoted rotation initiatives and practice-sharing events to reinforce a culture of shared growth and development. Training opportunities were expanded ANAO-wide, with FSASG proactively designing tailored programs to support staff without a financial background, fostering broader capability development. |
Met |
|
4 |
Identify opportunities to recognise employees who promote an organisational culture that values diverse perspectives and encourages innovation. |
Revise the current ANAO Rewards and Recognition Policy to include new categories of organisational awards that look to celebrate innovation, inclusivity and collaboration. The new award categories (i.e. innovation, inclusivity, collaboration) will be added to the awards nominations for the both the Auditor-General Awards and the Australia Day Awards. Establish a Diversity and Inclusion (D&I) Council to promote and advance inclusive practices within ANAO. The council will represent the diversity of ANAO across levels and Groups to oversee and drive initiatives that promote diversity and inclusion, ensuring efforts are cohesive, strategic and impactful. |
The Diversity and Inclusion Council was established and is chaired by an SES Champion. The Council meets monthly to identify and deliver initiatives promoting diversity and inclusion. The Committee facilitates a calendar of staff engagement and education events that support days of significance and encourage ANAO wide celebration of diversity and inclusion. The ANAO Rewards and Recognition Policy was reviewed and consulted on as part of the HR Policy Uplift project, progressed to the AG for consideration. Service groups recognised staff through end-of-year BBQs, audit completion celebrations, and regular “shout-outs” in newsletters and stand-ups. The Auditor-General reinforced this culture with thank you letters and monthly acknowledgements. FSASG extended Auditor-General Awards to include agency-wide contributors. PSASG and FSASG collaborated with SADA on initiatives to enhance audit efficiency and data capability, including pilots on performance statements and technology improvements. PSASG and SADA hosted a cross-agency scavenger hunt to promote inclusion and collaboration. |
Met |
The 2024–25 Census Action Plan has significantly advanced our efforts in fostering a healthier and more inclusive workplace. While this marks the formal conclusion of the plan, our commitment to these focus areas is ongoing. We will continue to integrate staff wellbeing and inclusion into our daily operations, leadership decisions, and culture.