Output 2: Leadership, performance and development in the APS

Leadership development

Effective leadership

Building on the platform set by the government’s 1998 APS reform agenda for a high performing public service, the APS Commission has contributed significantly to leadership development, through the Senior Executive Leadership Capability Framework (SELC Framework) and the Career Development Assessment Centres (CDACs), and the development of a Succession Management Guide.

In reviewing its approach to leadership development during 2002—03, the Commission recognised the need not only to support agencies in fulfilling their statutory responsibilities to uphold and promote ‘leadership of the highest quality’, but also to provide a distinct contribution to APS leadership in the context of increasing the diversity and sophistication of leadership initiatives adopted by agencies since passage of the PS Act 1999.

During 2003, the APS Commission will continue to work on the Integrated Leadership Strategy (ILS) which will promote the distinctive characteristics of public sector leadership in the 21st Century. It will be based on a further investment in the SELC Framework, which clarifies the specific capabilities that leaders at various levels might be expected to develop. This will facilitate better alignment of the APS Commission learning and development services to the SELC Framework and will assist individuals in identifying their leadership capability development needs.

Career Development Assessment Centre

The Career Development Assessment Centre (CDAC) remains a central element of the Commission’s strategy to strengthen leadership capability for the SES feeder group in the APS. Specifically, it identifies development needs of individuals against the SELC Framework.

Following a re-tender process in July 2002, CDAC scenarios were revised and re-written. Participants’ feedback continues to provide positive endorsement for CDAC and for the new format, which included the introduction of computers to better simulate the work environment of most SES offices.

Thirty Centres were conducted in the previous round of CDACs from 1999 to June 2002. During 2002—03, a total of 11 Centres were scheduled; with 2 postponed, 86 participants have attended the Centres during this time. A further 8 Centres are scheduled for the 2003—04 period, to the end of the current contract. A total of 150 senior executives have acted as CDAC Observers.

Leadership Development Network

Introduced as an initiative in 2001—02, the Leadership Development Network (LDN) continues to grow and is increasingly recognised as a forum to disseminate knowledge of innovation and practice in the area of leadership. The LDN focuses on topics that appeal to HR and HRD practitioners, and line managers and individuals who wish to extend their understanding of leadership capability development. The majority of participants are EL 1s and EL 2s.

A Steering Group comprising members from six agencies oversees the LDN.