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Program 1.1—component 1.1.2: Investing in APS development and capability

APS workforce capability will be critical to improving APS performance in the future. Its leaders shape the culture and values of the APS. Strong and effective leadership skills supported by investment in learning and development are essential components in building a high-performing, innovative and agile APS.

The Commission’s objectives under program component 1.1.2 in 2012–13 were:

  • to reinvigorate strategic leadership capability by:
    • identifying high-quality, strategically aligned leadership programs that produce the skills agencies and the APS need, deliver value for money and minimise the duplication of leadership development activities
    • investing in the talent management of top performers in the APS
  • to support, guide and encourage APS agencies to invest as required in the capability development of their people, to raise overall APS capability
  • to provide APS agencies with access to thought leadership and guidance on strategies to enhance leadership development and talent management
  • to support agencies via access to high-quality providers and a range of core learning and development programs that meet APS needs
  • to support leadership, learning and development opportunities that build knowledge, capabilities, skills and behaviours through international programs.

Achievements

During 2012–13, the Commission’s achievements included:

  • delivering new approaches that support the APS Leadership and Core Skills Strategy 2012–13, including validation of existing leadership development priorities and identification of APS-wide core and management skills to be developed
  • implementing new approaches to cross-APS talent development for SES Band 2 and Band 3 officers
  • commencing implementation of four pilot programs identified in the APS Leadership and Core Skills Strategy
  • expanding its events program (graduate, Executive Level, SES, APS200) to support the one APS agenda
  • partnering with the Sir Roland Wilson Foundation to manage the 2013 selection process for Sir Roland Wilson Foundation Scholarships
  • implementing refreshed SES leadership and SES orientation programs
  • commencing work to develop an APS Asia Capability Strategy to support the development of Asia-relevant skills as required by the Australia in the Asian century white paper
  • supporting a community of practice drawing together leadership, learning and development practitioners from across the APS to share tools and practices and progress shared challenges
  • updating the Leading Australia’s Future in the Asia–Pacific program to reflect the challenges and opportunities posed by Asia’s growing strategic and economic influence, as identified in the Australia in the Asian century white paper
  • partnering with Jawun (a not-for-profit organisation) to coordinate the short-term secondment of 38 high-potential APS employees to Indigenous organisations
  • delivering the APS Human Resources Summit 2012; key themes included the need for human resources to deliver exceptional operational services and contribute to business-wide strategy, as well as the critical role of strategic workforce planning to meet economic, technological and demographic change
  • signing a memorandum of understanding with Indonesia’s Ministry of Administrative and Bureaucratic Reform to establish a strategic partnership to share expertise in support of systemic bureaucratic reforms in Australia and Indonesia.

Key performance indicators

Table 7 summarises the Commission’s performance under program component 1.1.2 against its key performance indicators for 2012–13 and the previous two years.

Table 7: Summary of performance under program component 1.1.2 against key performance indicators, 2010–11 to 2012–13
Key performance indicator 2010–11 2012–13
Actual (%) Actual (%) Target (%) Actual (%)
Note: Excludes results for programs with purpose-built evaluation processes with different criteria, for example SES orientation.
Percentage of responding surveyed participants who consider that Commission programs have equipped them with the knowledge and skills they need in order to perform their roles more effectively 88 90 85 98
Percentage of responding surveyed participants who consider that Commission program learning objectives were met effectively 89 90 85 98
Percentage of responding surveyed participants who agreed that attending Commission programs and/or events assisted in building their awareness of issues, developments and priorities to enable them to work more effectively 84 90 85 98
Percentage of responding surveyed participants who agreed that attending Commission leadership development activities increased their leadership skill, capability and knowledge 89 89 85 85

The 2012–13 Portfolio Budget Statements included the following additional performance indicators for program component 1.1.2:

  • APS has sufficient leadership capability to meet current and future business requirements—to become more citizen-centric, to be able to solve complex problems, to operate as one APS, to anticipate challenges and implement effectively
  • improvements in leadership development programs evaluation outcomes, including the degree to which programs improve leadership effectiveness
  • APS agencies have access to thought leadership and guidance on strategies to enhance agency-specific leadership development
  • APS agencies have access to high-quality, strategically aligned leadership programs that deliver the skills needed by agencies and the APS
  • learning and development programs lead to increased choice, opportunity and better work performance
  • increased acquisition of skills and knowledge leads to better service delivery within the APS
  • degree of satisfaction of the Secretaries Board with progress in implementing the Blueprint recommendations where the Commission is the lead agency.

Deliverables

The Commission’s key deliverables for program component 1.1.2 in 2012–13 were:

  • a leadership development strategy based on current and emerging priorities, overseen by the Secretaries Board and supported by the advisory board for the Centre for Leadership and Learning
  • the identification of aligned contemporary leadership programs and (where of value) the central procurement of programs
  • quality assessments of professional development programs and providers and improved evaluation of program outcomes
  • thought leadership, support and advice for agencies and APS leaders in identifying and nurturing top talent across the APS and providing opportunities to develop high-performing individuals
  • the delivery of leadership development programs (including those used as part of the approach to talent management) as identified by the Centre for Leadership and Learning and the Secretaries Board
  • leadership, learning and development programs that build knowledge, capabilities, skills and behaviours, including partnerships with the states and territories
  • support for leadership excellence through international programs and work with the states and territories on public sector educational training needs.

Table 8 summarises the Commission’s performance under program component 1.1.2 against its deliverables for 2012–13 and the previous two years.

Table 8: Summary of performance under program component 1.1.2 against deliverables, 2010–11 to 2012–13
Deliverables 2010–11 2011–12 2012–13
Actual Actual Target Actual

n.a. = not applicable.

* The 2012–13 target does not include programs delivered on agencies’ premises; all actual totals include programs delivered on agencies’ premises.

† During 2012–13, 172 (295 in 2011–12) new SES were appointed. Eighty-eight new SES officers completed the SES orientation program in 2012–13 and a further 92 commenced the program.

Number of leadership programs delivered 54 54 84 53
Number of agencies using the leadership learning development panel to deliver training 58 66 61 59
Number of APS 1–6 and Executive Level core skills programs delivered* 484 507 240 545
Percentage of agencies engaged through at least one scheduled event, activity or network focused on leadership 85% 88% 75% 89%
Percentage of new SES attending orientation program† 26% 27% 80% 51%
Percentage of SES and Executive Level programs that were rated 5 or 6 on a 6-point scale for relevance and usefulness 84% 89% 85% 85%
Percentage of panel services that were rated 5 or 6 on a 6-point scale for how well the program was delivered and coordinated 80% 85% 85% 85%
Number of APS agencies using quality assured providers 38 34 30 0
Manage SES high-potential program for target number of participants (to be determined by Centre for Leadership and Learning advisory board) n.a. 23 As agreed 46
Last reviewed: 
11 May 2018