Output 2: Leadership, performance and development in the APS

Design, development and delivery of learning and development activity

The APS Commission continued to offer leadership, learning and development opportunities to all levels within the Service, including Graduates, APS 1—6, ELs and SES levels, through a number of calendar, in-house consultancy services and access to cross-jurisdictional activities such as the Australian and New Zealand School of Government (ANZSOG) and the Public Sector Management Course (PSMC).

The Commission’s client survey revealed that 87% of respondents were satisfied overall with the quality and content of learning and development activities.

SES development programs

The Commission’s primary focus is on the SES and its feeder group. The SELC Framework is used as the basis for the design of all programs. A key feature and strength of the Commission’s suite of programs is the opportunity created for cross-agency interaction and the exchange of ideas and learning and the capacity to promote the SES as the leadership cadre of the APS. Participants regularly cite this as a valued feature of Commission programs.

During 2002—03, the Commission offered, through its Senior Executive Development Prospectus, 25 programs and activities within the following categories:

• career point programs
• expertise development programs
• seminars
• individual development services
• leadership extension programs
• interactive events.

Career point programs

This program suite consists of three core activities based on the SELC Framework: Orientation to the Senior Executive Service, the Executive Leadership Development Program and Sustaining the Leadership Contribution.

In addition, the Public Servants’ Accountability, Rights and Responsibilities program continues to address the demand for an activity to improve senior executives’ understanding of their relationship with Parliament. Over 800 participants have attended the half-day seminar since July 1999, when it was first introduced in its current format. Forty-two attended in 2002—03, less than the Commission’s target of all new SES likely to interact directly with the Parliament. The program includes expert presentations from the Clerk of the Senate, the Attorney-General’s Department and the Department of the Prime Minister and Cabinet.

SES Orientation

The Orientation to the Senior Executive Service program continues to receive positive feedback from participants. It is regarded as the most effective method of preparing newly promoted and engaged senior executives to face the challenges of their new role as leaders in the APS. Six programs were delivered in 2002—03 with 104 senior executives in attendance. The Commission expresses its gratitude for the strong support and personal assistance of Agency Heads.

The Executive Leadership Development Program

This program, which addresses all five core leadership criteria, aims to further develop senior executives who have at least a year’s experience in the SES. It provides a strongly experiential opportunity to further develop particular skills, knowledge and behaviours essential for strong performance. Iterations of this program run across financial years, and three iterations will run in the 2003 calendar year. One complete iteration of this program ran in 2002—03 with 18 participants, while another which commenced in May 2003 with 20 participants will be completed in December 2003. Both programs incorporated modifications based on participant feedback.

Stakeholder feedback also confirmed the need for two annual program iterations, and as a result, participant numbers have increased per iteration. At the conclusion of 2002—03, 104 senior executives had completed the program.

Sustaining the leadership contribution

This residential program was delivered by the Centre for Public Management and is designed to provide participants with updates on recent APS-wide developments, the opportunity to take stock of their career progression and intentions, review key leadership behaviours and skills, and identify strategies to increase personal effectiveness and capabilities. The one iteration of this program run in 2002—03 received very positive evaluations.

Leading Australia's Future in Asia (LAFIA)

The LAFIA program, delivered in collaboration with the National Graduate School of Management and the Australian National University, offers very senior executives the opportunity to better equip themselves and their organisations to respond rapidly to political, economic and social changes occurring in the Asia—Pacific region.

The 2002 program offered the 14 participants an intensive session on strategic overview with Professor Peter Williamson from the UK and also a three-week study tour to Korea and China. Participants consisted of SES Band 3, high-performing SES Band 2 and state equivalents. This iteration included nine APS representatives and five representatives from the Victorian Public Service. This program also included 2001 LAFIA program study tour participants (as that tour was postponed due to repercussions from September 11).

Leadership Extension programs

A review of the SES Fellowships program conducted at the commencement of 2002 made a recommendation that the number of fellowships offered annually be limited to four with an increase in the grant amount from $20,000pa to $30,000pa. This recommendation was implemented for the 2003 round of Fellowship offers.

As a result of the emergence of the Australian and New Zealand School of Government (ANZSOG), the Commission discontinued brokering the Leadership for a Democratic Society program, although the program is still available to agencies through direct contact with the supplier in the United States.

Expertise development programs

The Commission’s offerings continue to be refined and reviewed to ensure relevance and effectiveness based on participants’ feedback. Programs such as Successful Contracting: the role of the Senior Executive and Positioning Projects for Success: people, politics and results have replaced existing programs such as Management and Negotiation of Contracts and Leading Complex and High Impact Projects respectively with a view to better reflect the current role of senior executives in these skills areas.

Future responses for meeting senior executive development needs previously covered through the programs Achieving Results Through Strategic Change and Thinking Strategically will be informed by the Commission’s Integrated Leadership Strategy.

Seminar series

Band 3 fora offer the opportunity for peers to come together, from very different agency contexts, to explore and further their understanding of substantial policy and management issues that impact across the APS. Five fora were held in 2002—03.

Breakfast briefings provide attendees with a forum to hear and interact with leading speakers on contemporary issues directly relevant to the APS. Attendance numbers across the eleven breakfast briefings held in 2002—03 totalled 714, an increase of almost 3% from 695 in 2001—02.

The lunchtime seminars present prominent speakers on leading edge issues. Three lunchtime seminars were held in addition to the special event seminar launching the MAC report, which had 127 in attendance.

Non-SES programs

The Commission continued to offer a range of Service-wide programs and activities to meet the development needs of non-SES employees throughout the APS. This suite of activities complements those provided to departments and agencies through the Commission’s ‘in-house’ consultancy services, and agencies’ own development activities. During 2002—03, 205 programs/ activities attracted 3260 attendances.

The EL Series

The EL Series is now in its second year of delivery, having been launched in February 2002. The Series comprises 15 development programs and activities listed at Appendix E. The programs cover core management and leadership issues and skills, including governance, leadership, strategic orientation, accountability requirements, coaching, influencing, organisational communication, contract and project management. The majority of programs were well subscribed with 763 attendees during the period under review. EL Update sessions providing briefing on contemporary issues in the APS were well attended. The most popular program was: Strategy, Genre and Style in APS Writing, with particular interest also in Leading and Managing Projects. Additional iterations were scheduled to meet demand in these areas.

Senior Women in ManagementT (SWIM) Program

The Commission has offered the Senior Women in Management (SWIM) Program to executive-level women across the APS each year since 1988. On the current program, 21 agencies are represented through 29 participants. While the program is Canberra-based it is attracting an increasing number of interstate participants.

Feedback from the 2002 program was very positive with participants rating the overall program 4.6 (out of a possible 5). In April 2003, a Request for Tender process commenced for the provision of the program for the period 2004—05. A range of quality proposals was received and a comprehensive evaluation process resulted in the current provider being reappointed.

The Commission is finalising a review of the SWIM program covering the period from its inception in 1988 to 2001. The objective of the review is to evaluate the program in relation to its continued relevance and future utility. Results of the review will be considered in the context of the Integrated Leadership Strategy, and within the design of the 2004 SWIM program.

Graduate series

In 2002—03, the Commission continued to provide centralised development programs and networking opportunities for APS graduates. Attendance levels in development programs declined in the period under review, although use of the programs within the agencies, in forms tailored to meet organisational requirements, increased. Stakeholder evaluation identifies an increasing preference by agencies to offer agency-specific graduate training this way. Evaluation also identifies an agency preference for accredited development programs and a continuing fluctuation in agency graduate intake numbers. In 2003—04, the Commission will investigate the possibilities of formally accrediting some of its learning and development programs, including graduate programs.

Commission graduate networking opportunities were reviewed and consolidated for 2003 on the basis of participant feedback. The consolidation strategy proved successful with the first networking event for 2003 attracting a record number of attendees.

APS development programs

The Commission increased the number and range of development programs for APS staff at the APS 1—6 level. A total of 1925 attended 136 programs, representing an increase of over 7% against 2001—02 attendance. Advanced Writing Skills was the most popular program with 15 iterations.

Programs which included policy formulation and advice, project management and reading skills were well attended. The majority of programs were fully subscribed and four additional program iterations were scheduled to meet demand.

Regional delivery of learning and development programs is discussed later under this Output.

Indigenous development programs

These programs are an initiative linked to the work of the Commission’s Indigenous Employment Strategy, listed under Output 1: APS Policy, Legislation and Information.

During 2002—03, the Commission conducted three Indigenous APS 1—4 Career Development Workshops, including one in the Brisbane region. The two-day workshops, limited to 35 participants, were highly participative and aimed to encourage participants to consider their APS career options. The workshops included Indigenous guest speakers as well as skills enhancement sessions. Participants had the opportunity to network, share experiences and learn with other Indigenous APS employees. Participants were also invited to contribute their views about how the APS can be more successful in recruiting and retaining Indigenous employees. Each workshop was fully subscribed and participant feedback was very favourable.

A leadership program for Indigenous Executive Level 1 & 2 staff and a career progression/positioning for leadership in the APS program for Indigenous APS 5—6 staff are currently under development. The requirements for the EL program will be based on data collected from a development needs survey of the target group, conducted by the Commission during 2002. Requirements for the APS 5—6 program will be based on direct input from Indigenous staff currently working at this level.

Electronic newsletters

The Commission continued to produce and disseminate its bi-monthly electronic newsletters for SES and EL staff. These newsletters provide feature interest articles and upcoming events information. Feedback has been positive with ongoing requests to be added to the distribution lists being received particularly from EL staff. The total distribution is more than 3800 entries.

In-house consultancy services

The Commission facilitates the design, delivery and evaluation of APS-wide development activities and services within agencies through the Consultancy Services Team. The Team delivered over 580 small, medium and large-scale development activities and consultancy services to agencies in 2002—03. This represents sizeable growth over 2001—02.

While the number of activities did not increase compared to 2001—02, the size and complexity of the consultancy services increased.

Just over half of respondents in the Commission’s Client Satisfaction Survey were satisfied with in-house programs; however, the high level of ‘no answer’ (around 34%) reflects the fact that many agencies do not use this service rather than any dissatisfaction.

The Commission established a consultant panel in 2002—03, with over a 100 of Australia’s leading corporate management consultancy firms with public and private sector expertise. Agencies have access to the panel through the APS Commission in-house consultancy services.

The learning and development activities in most demand over the year continued to be:

• contract management
• policy formulation and advice
• performance feedback and staff selection
• financial management
• leadership development programs and leadership skills workshops.

Regional delivery of learning and development programs is discussed later under this Output.