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Part two

Output 2: Leadership, learning and development

Output 2 is drawn from the Public Service Commissioner’s statutory role, listed in section 41 of the Act, in particular, her responsibilities to:

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Achievements

Our achievements under Output 2 this year included:

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Slippages

We did not achieve our target of 100% of new entrants to the SES attending an orientation programme in the first 1–3 years. There was some delay in designing and developing the new SES leadership programmes, however, priority is now being given to this work.

The total price for Output 2 for 2004–05 was $14.9 million.

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Promote effective leadership in the APS

The Commission focuses on promoting the importance and relevance of leadership and leadership development. In particular, we:

The Futures Summit is organised by the Australian DAVOS Connection and focuses on bringing together the leaders of tomorrow with the decision makers of today, across both public and private sectors. Sixty-five executives from 30 APS agencies attended this year’s summit in Melbourne in May 2005. The Leadership Mystique seminar presented by Manfred Kets de Vries, Clinical Professor of Leadership Development at INSEAD France, in Canberra in June 2005, was also very well received with 352 executives attending from APS agencies.

The Commission has developed a new SES leadership series, Ministerial Conversations, with the key theme of connecting government through working collaboratively across agencies to deliver government policy priorities. This series will bring the SES together to hear Ministers’ portfolio policy perspectives, as well as their views on the role of the public service in implementing government policy. The Prime Minister, the Hon. John Howard MP, will speak on the ‘Priorities for the Government and the public service in the 4th term’ at the inaugural session in August 2005.

Regional focus

Our regional offices maintain a strong coordination and facilitation role in promoting effective leadership with regional heads by way of various groups and activities.

Regional Director Networks exist in all states and territories and in most cases our regional directors and their staff facilitate these networks of senior agency officials. The networks provide a useful basis for building relationships across public sector organisations in areas such as connecting government, leadership initiatives, Indigenous employment and values-based management.

Annual regional heads leadership conferences were held in most capital cities during 2004–05. In addition to coordinating the annual Government Business Forum, the New South Wales regional office hosted leadership seminar programmes. One forum was addressed by the Commissioner of the NSW Rural Fire Services, Phil Koperberg, who spoke on managing in times of crisis, and new levels of public scrutiny in the public service arena. The Executive Leadership Group Victoria, facilitated by the Victorian regional office, conducted its annual conference focusing on the changing demography of the Australian population and issues of national and international security.

The Queensland Regional Heads Forum hosted the Commissioner, Lynelle Briggs, as guest speaker who addressed the government’s priorities for its fourth term, issues facing the APS and the directions she intends to take as Public Service Commissioner. The Western Australia regional office, in conjunction with the Western Australian Regional Directors Network, held its annual leadership convention in August 2004 for senior public sector managers from the APS, state and local government.

Integrated Leadership System

Christine Flynn speaking at the ILS launch

Picture: Christine Flynn speaking at the ILS launch

The Senior Executive Leadership Capability Framework (1999) defines the leadership capabilities required for SES appointments. It guides the Commission and the APS on leadership and career development.

The Integrated Leadership System (ILS) is the output of additional estimates funding provided in 2003–04 and 2004–05. It builds on the Senior Executive Leadership Capability Framework by describing the desired behaviours supporting the SES capabilities and clarifying pathways to leadership from Executive Level 1 to SES Band 3. It is supported by a range of tools for agencies and individuals to use in their leadership development.

The ILS is the result of significant research across all agencies and is supported by agency heads through the Leadership and Learning Advisory Committee chaired by the Public Service Commissioner. The ILS:

The ILS was launched progressively across Australia during 2004. The launch was highly successful, attracting large numbers of APS and state and territory government representatives. Arising out of the launch, individual courses from the ILS suite of programmes have been delivered in all states.

During 2004–05 the Commission developed a series of practical tools to assist individuals at the key transition points in their career development. The ILS Capability assessment kit helps individuals assess their own capabilities, identify leadership capabilities required in their current role and prioritise their development needs. The ILS Capability development planning booklet includes tools and resources to help individuals assess capability requirements, develop appropriate development plans and ensure learning is aligned with agency business needs.

Leadership and Learning Advisory Committee

The Commissioner consults with Secretaries on development of leadership and development programmes for the SES and executive level staff through the Leadership and Learning Advisory Committee. The advisory committee consists of agency heads from 10 departments and two agencies.

In 2004–05, the committee focused mainly on APS agencies implementing the ILS , re-tendering the contract for delivery of the Career Development Assessment Centres (CDAC), and development of new leadership programmes for the SES and executive levels including development of a new Leading Australia’s Future in Asia programme to the Pacific (LAFIA Pacific) for SES Band 1s.

Connecting Government—Management Advisory Committee Report 4

Connecting Government, Management Advisory Committee Report 4, released in late 2003–04, generated a great deal of interest in capital cities and a number of regional centres. Collaborative presentations and forums were held with state government counterparts around the country.

Connecting Government conference

Focus: Connecting Government
Find out more about the Connecting Government conference.

Our regional offices launched the report with the support of state government counterparts in Melbourne, Hobart, Darwin, Brisbane, Townsville, Cairns, Perth, Sydney and Adelaide. The Western Australian regional office hosted an executive briefing on this theme in July 2004. Senior state and APS government officials formed a discussion panel to highlight some of the key learning outcomes from the case studies presented in the report.

In addition, the South Australian regional office took a lead role in organising a joint Connecting Government—Creating a Culture for Success conference in Adelaide in April 2005. The South Australian Department of Premier and Cabinet and the South Australian Division of the Institute of Public Administration Australia were co-partners in this very successful event. More than 270 public and private sector employees listened to a range of eminent speakers from all tiers of government address the issue of providing seamless services and programmes to the community.

Australia and New Zealand School of Government research programme

The ANZSOG is a consortium of Australian and New Zealand governments, universities and business schools, to provide world-class teaching programmes. The Commissioner represents the Commonwealth on the board .

The Commonwealth has made a significant investment in ANZSOG through a commitment of places on its flagship teaching programmes over the first three years of its operation and funding its research capacity and future development. In addition to the $600,000 provided for ANZSOG research from 2003–04 to 2005–06, in May 2005 the Australian Government announced provision of a $10 million grant.

ANZSOG offers two flagship teaching programmes—the Executive Fellows Programme and the Executive Master in Public Administration. The Fellows Programme is a three-week residential programme targeting SES Band 3 and 2 staff. The Masters course is a two-year part-time programme targeting high-performing Executive Level 2 staff.

The level of participant satisfaction on ANZSOG teaching programmes in 2004–05 was high. The 2004 Fellows Programme achieved an overall rating of 4.3 on a five-point scale, with 100% of participants saying they would recommend the programme to others. Evaluations from three cohorts of the Masters course (2003–05) achieved an overall rating of 3.9. During 2004–05, 31 Commonwealth public servants began the third Masters course and 20 Commonwealth public servants participated in the second Fellows Programme. In 2004–05 ANZSOG started its executive short course programme with the title ‘IT for senior managers’.

We have worked closely with the school and APS agencies to ensure ANZSOG teaching programmes meet the needs of the APS by building leadership capability and skills sets of senior staff and provide value for money. In May 2005, the Commissioner, in consultation with Portfolio Secretaries, secured the Commonwealth’s commitment to ANZSOG programmes at current levels of 50 places per year for a further three years from 2006–2008.

Commonwealth Association for Public Administration and Management

In October 2006 the Commission will help the Australian Government host the next biennial conference of the Commonwealth Association for Public Administration and Management the overarching theme of which is Capability of the Public Sector. The conference will provide an excellent opportunity to showcase public administration in Australia and enable the Australian Government and other public sector jurisdictions, including New Zealand, to work collaboratively within a whole-of-government context.

Networks

The Commission coordinates a Canberra-based Leadership Development Network that aims to build better practice in leadership development. Members are mainly learning and development practitioners from across the public sector in Canberra. We chair and support the network steering group, with members from a range of agencies that determine topics, speakers and overall direction.

There has been a considerable increase in interest in the network over the last 12 months as can be seen in Table 10.

Table 10: Leadership Development Network—attendance 2003–05
  No. subscribers No. events Total attendance Average attendance per event
2002-03 50   3 218   73
2003-04 38 (-24%) 4 245 (12%) 61
2004-05 51 (34%) 6 4591 (87%) 89

Bracket represents % change on previous year

1. Leadership Development Network Breakfast Seminar 25 February 2005—Patricia Scott, 157 enrolments for this event included 79 enrolments from agencies associated with the Department of Human Services. These 79 attendees are not included in the total attendance for the year in this table. If these enrolments were included the total % increase in attendance for the year is 120%.

During 2004–05 presentations to the network included ethical challenges of contemporary leadership; measuring and demonstrating the value of leadership development; succession management and the multigenerational workforce; leadership and whole-of-government; and how to implement succession management.

Our regional offices facilitate a series of networks in addition to the regional directors networks. Details of these are included under Output 3.

Table 11: Performance information—Output component 2.1.1—Promote effective leadership in the APS
Target Result
Quantity
Percentage of APS agencies engaged through at least one scheduled event, activity or network focused on promoting leadership in the APS – target is 75%.>

Mostly achieved: all portfolios were involved.

69% of individual APS agencies were engaged through at least one scheduled event focused on promoting leadership in the APS.

Most (83%) of the agencies that did not attend an event promoting leadership in 2004-05 were small agencies.

Quality

75% of APS agencies in the annual client service survey agree that in promoting effective leadership the Commission provides:

  • clarity of information
  • accessible means of support
  • timely responses to queries
  • current and useful information and
  • effective transfer of knowledge to others.

    • Client Service Survey is not being conducted until late in 2005. Data is not available for this report.

    The change in timing for the survey will better inform the Commission’s planning and ongoing improvement of programme development and delivery. Data will be available for next year’s annual report

    Participant feedback on programmes indicates greater than 80% satisfaction.
    Estimated price: $1.953 million Actual: $0.933 million
    Significantly less than budget as pricing for LAFIA was inadvertently included in the budget for this output (2.1.1) rather than in  Output 2.1.2. The actual pricing for LAFIA is included in output 2.1.2 (see Table 14).

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    Provide service-wide leadership development and other learning and development opportunities

    The Commission offers a comprehensive series of learning and development programmes in all states and territories, specifically designed to build the capabilities of the APS. The delivery options for leadership and other learning and development programmes are varied to meet the differing needs of the client groups in regard to time, budget and identified need.

    The Commission’s particular focus is to:

    We help agencies meet the specific learning and development needs of their staff through our consultancy services team and regional offices that provide tailored programmes and services to agencies.

    SES development programmes

    Throughout the year the Commission provided a range of development opportunities for senior executives to hear quality speakers on current and emerging issues, and to build networks across the APS.

    The Preparing to appear before Parliamentary Committees programme continued to receive positive responses from participants. Three iterations were delivered in 2004–05.

    The Public servants’ accountability, rights and responsibilities programme was cancelled as key presenters had other commitments leading up to the federal election. This programme has been redeveloped with a broader scope and will run in 2005–06 to provide a strategic and practical guide to meeting the expectations of ministers, parliament and the community.

    The Band 3 forums series offered very senior executives the opportunity to explore current strategic issues associated with

    In addition to the established SES programmes—SES orientation, SES breakfasts and SES snapshots—we held two specific seminars for a broad audience, including senior executives. These were the:

    The Commission is developing a new suite of SES leadership programmes for 2005–06, aligned to the Senior Executive Leadership Capability Framework and ILS, to help build and strengthen the capability of the SES with consideration to the varying levels of complexity required at each level. This suite of programmes will include a number of elements that specifically target each of the three levels within the SES. The SES Band 2 programme will be available in late 2005. The SES Band 1 and 3 programmes will be developed during 2005 and offered during 2006.

    SES orientation

    Senior Executive Service programme

    The two-day Orientation to the Senior Executive Service programme was run three times between July and December 2004. It was redeveloped as a three-day Senior Executive Service Orientation programme and delivered in June 2005, after trialling a number of versions of a senior executive transition programme. Further iterations have been offered for August, September and November 2005.

    This new programme gives relatively new senior executives the essential information they need to operate effectively in the APS environment. It is specifically aligned with the capabilities identified in the ILS and includes the governance requirements for senior executives and explores the relationships with ministers and the executive arm of government.

    Sixty-seven senior executives attended these orientation programmes in 2004–05. Of the senior executives who were engaged and/or promoted into the SES in the last three years:

    The Commission believes all new SES members should participate in such development with their peers.

    Leading Australia’s Future in Asia

    Lafia participants

    Focus:
    Leading Australia's future in Asia
    Find out more about the LAFIA programme.

    Leading Australia’s Future in Asia (LAFIA) is a senior executive development programme involving an overseas study tour focusing on countries in Australia’s region combined with an introductory session and a reflection and recall day. LAFIA aims to:

    Over 150 senior executives from the Australian, state and territory governments have participated in LAFIA since it commenced in 1994. In 2004–05 the Commission led two programmes into Asia:

    LAFIA exposes participants to a range of high-level business, government and academic leaders in Australia and overseas. Participants make contact with Australian diplomatic representatives, gaining a better understanding of how the Department of Foreign Affairs and Trade’s whole-of-government strategy works, and have time to reflect in the company of peers and take part in the resulting strategic dialogue. The Asia Pacific School of Economics and Government at the Australian National University provides the academic content for the programme.

    It is anticipated that the Commission will lead the next LAFIA in June 2006. In addition, early in 2005–06 we will lead the first LAFIA programme focusing on near Pacific neighbours where Australian governments are working to improve governance and public safety. LAFIA Pacific will visit Papua New Guinea, Fiji, Solomon Islands and Samoa.

    SES breakfast seminar series

    The SES breakfast seminar series continued to attract high levels of participation in 2004–05. Ten breakfast seminars were held with a total attendance of 659—an increase of 13% on the previous year.

    Table 12: Attendance at SES breakfasts 2002–05
      No. subscribers No. events Total attendance No. individuals Average attendance per event
    2002-03 37   11 714   404 65
    2003-04 39 *(5%) 8 582 (-18%) 395 73
    2004-05 48 (23%) 10 659 (13%) 405 66

    * Bracket represents % change on previous year

    Key speakers have included: Professor Martin Linsky from Harvard University, Lynelle Briggs, the Public Service Commissioner, and the Reverend Tim Costello, Chief Executive Officer, World Vision Australia. Professor Linsky’s presentation on the challenges and opportunities for public sector leadership in the 21st century attracted a record number of 124 participants. The Commissioner hosted an associated session for Portfolio Secretaries that provided the environment for a robust discussion on issues around leadership.

    A full list of the SES breakfast seminars can be found on Table 46 in Appendix F.

    SES snapshots

    The concept of the SES snapshot series was developed during 2003–04 to provide SES with the opportunity to have a short, highly focused seminar/workshop on a current issue. This year’s sessions focused on strategic communication and parliamentary committees, with a continuing strong demand for the parliamentary committee sessions.

    Eighty-seven senior executives attended five sessions.

    Executive level development programmes

    The services provided in the Canberra region support executive level staff and include specific topic-based seminars and programmes through the executive level calendar and the Career Development Assessment Centres.

    Learning and development programmes for executive level staff in the regions remain one of the key components of our development strategies reflecting the overall importance of this group to the capability of the APS. Advertised programmes for executive staff encompassed a focus on managing behaviour, including practical aspects of managing suspected breaches of the APS Code of Conduct.

    EL series

    In 2004–05 we increased the development opportunities offered in Canberra in the EL series with the introduction of four new programmes and one modified programme. New programmes included:

    The 71 programmes in the EL series attracted 664 participants, representing a 30% increase on 2003–04 in the number of programmes held, and an 18% increase in the number of participants. The most popular programmes were Management essentials and the new EL 1 transition and EL 2 transition programmes that are specifically based on the capabilities and pathways identified in the ILS. A full list of programmes and participant numbers is included in Table 48 at Appendix F. This table includes other programmes for executives that were delivered in the states.

    EL forums

    The EL update sessions offered in Canberra continued to generate consistent interest in 2004–05 with an average attendance of 79 participants for the five sessions. Topics were:

    Executive briefings in the regions were highly successful, attracting large numbers of attendees from state governments and the APS. The Commission’s regional offices use different settings to cater to the specific needs and preferences of the respective regions, although the themes are consistent.

    In New South Wales, lunchtime leadership forums have proved popular, while in Western Australia, the Executive breakfast seminar series has been highly successful. More than 1000 APS, state and private sector representatives have participated in the Western Australian Executive breakfast seminars; keynote speakers have included a variety of high-profile public and professional personalities, including Dr Peter Shergold, the Hon. Jeff Kennett, Dr Germaine Greer, Mick Keelty and George Negus. The Victorian regional office hosted two executive events in Melbourne on governance and public service matters, as well as one in Hobart at which the Merit Protection Commissioner, Mr Jeff Lamond, spoke on the APS Code of Conduct in practice. The Public Service Commissioner, Lynelle Briggs, provided an Executive briefing on the latest developments in the APS to Northern Territory public sector employees. Paul White, Commissioner of the Northern Territory Police, Fire and Emergency Services, spoke at the same forum on issues facing his organisation.

    Career Development Assessment Centre

    The Career Development Assessment Centre (CDAC) continues to offer a leadership development opportunity to high performing Executive Level 2 staff from across the public service, providing specific feedback against the capabilities in the Senior Executive Leadership Capability Framework.

    In our second series, we conducted 10 CDACs for 118 participants. Two CDACs were specifically for the Australian Taxation Office and the other eight were for participants from 33 different agencies. Feedback from participants indicates that over 90% believed attendance had given them a clearer understanding of their strengths and development needs and had helped them be a more effective leader. Seventeen senior executives from nine agencies participated as observers and the remaining 23 observers were retired senior executives and consultants.

    In response to agency feedback on the value of the CDAC, the Commission will be offering a third series commencing in 2005–06. A provider was selected through open tender for the new series, making closer links to the ILS the established framework for individual development.

    Senior Women in Management

    Since its inception in 1988, a total of 437 women have completed the Senior Women in Management (SWIM) programme, with the final intake of women completing the programme in December 2004.

    Following a review of SWIM in 2004, the Leadership and Learning Advisory Group recommended the Commission cancel the 2005 SWIM programme. We have completed a comprehensive study to inform future leadership development programmes for executive women in the APS. The Leadership and Learning Advisory Group will consider recommendations arising from this project later in 2005. Demand for new programmes to meet agency needs and priorities for diversity in executive staff will be considered.

    APS 1–6 development programmes

    Participation in the Commission’s APS 1–6 development series increased significantly in 2004–05. Demand for these programmes continues to grow with 2363 participants attending programmes in Canberra in 2004–05 compared to 2146 in 2003–04. This is a 10% increase on 2003–04 and a 23% increase on attendance in 2002–03.

    Figure 3: APS 1–6 development series, number of participants

    Chart - Figure 3

    The Commission ran 166 programmes in 2004–05 compared with 145 in 2003–04, an increase of 15%. A full list of these Canberra-based programmes and participant numbers are included in Table 47 at Appendix F. This table also includes the programmes for APS 1–6 that were delivered in the regions.

    The series offered 31 different programmes, the most popular being the Advanced writing skills, Policy formulation and advice—introductory and Developing project management expertise. New and revised programmes will be offered on the APS 1–6 and graduates development calendar in 2005 based on feedback from clients.

    These new programmes are:

    The revised programmes are:

    Practical skills-based programmes were popular with APS 1–6 level staff in the regions. Topics such as career development and training for harassment contact officer roles were delivered most frequently in response to advertising, and attracted the greatest number of participants. There is also a growing trend towards using tailored programmes as a learning and development tool.

    Graduate development programmes

    Peter Shergold speaking at the Taste of Government seminar

    Picture: Peter Shergold speaking at the Taste of Government seminar

    In 2004–05 we continued to provide centralised development programmes and networking opportunities for APS graduates. Attendance levels in public development programmes have continued to decline in recent years as agencies are accessing these programmes on an in-house basis. Graduate programme attendances for 2004–05 totalled 484. A full list of programmes and participant numbers is included in Table 49 at Appendix F.

    Significant interest was shown in seminars such as the lunchtime seminar, A taste of Government, with 360 graduates attending, and the Graduate update session with 60 participants. Feedback from the agencies suggests a preference for this type of forum where there is opportunity for interacting with a wide range of graduates from other agencies.

    Indigenous development programmes

    During the year the Commission developed a new 12-month leadership programme for Indigenous APS employees at the Executive Levels 1 and 2: Leadership in the Australian Public Service—an Indigenous experience. This programme develops the leadership potential of Aboriginal and Torres Strait Islander staff. Participants undertake a range of leadership development experiences including a 12-week work placement and personalised coaching forums and residential workshops. The inaugural programme commenced in April 2005 in Canberra with 14 participants.

    The Commission has developed a new programme for Indigenous APS 5–6 level staff which will commence in 2005–06, and we will offer the careers workshop for Indigenous APS 1–4 level staff again in 2005–06, having successfully run this programme in previous years.

    Tailored programmes and services

    The Commission facilitates design, delivery and evaluation of APS-wide development activities and services within agencies through its consultancy services. Business in this area has grown steadily over the last three years, increasing by 2.7% in 2004–05.

    We have continued to deliver a variety of small, medium and large development activities and consultancy services to agencies. Approximately 42 agencies accessed our services during 2004–05, involving around 12,000 staff nationally.

    Some significant activities the consultancy services facilitated include:

    Learning and development activities most in demand are listed in Table 13 below.

    Table 13: Programmes most in demand through consultancy services, 2004–05
    Type of programme Number of programmes presented
    Writing skills programs 61
    Values and behaviour training 46
    Procurement and contract management 39
    Management and leadership programs and facilitations 22
    Policy formulation and advice (introductory and advanced) 20
    Coaching and mentoring (emotional intelligence) 7

    We have maintained a high level of client satisfaction with this service, with more than 95% of client agencies that responded to an evaluation survey rating our programmes and services above 4.5 on a 6-point scale.

    More than 70% of the learning and development programmes provided outside Canberra were tailored to meet individual agency requests. In almost every case, agencies made these requests directly to a regional office for service delivery in the relevant geographic location. In more than 90% of cases, qualified Commission regional staff delivered the programmes.

    The spectrum of topics within the tailored programmes delivered in the regions was wide, and at the executive level there was considerable interest in the ILS suite of programmes. Programmes designed to impart knowledge and expertise in the areas of performance management and selection training for committee members, delegates and referees were also popular. At the APS 1–6 level, programmes focused on skills development in writing, communication, basic supervision and career development issues.

    We provided learning and development services to combined groups of APS and state government employees in the Northern Territory and Tasmania under previously arranged agreements throughout the year, as well as some tailored programmes for staff in individual agencies located in those geographic regions.

    Learning and development evaluation guide

    In 2004–05 the Commission developed a learning and development evaluation guide for agency use. The guide is based on the model for evaluating learning and development set out in the better practice guide Building capability—a framework for managing learning and development in the APS (published by the Commission and the Australian National Audit Office in 2003) and is intended to be a complementary, practical resource for human resource and learning and development practitioners. It was developed in consultation with learning and development practitioners across some 25 APS agencies.

    The guide consists of two parts:

    Cross jurisdictional public sector development activities

    Throughout 2004–05, the Commission continued to coordinate three Commonwealth, state and territory training activities:

    Details on the ANZSOG are reported under Output 2.1.1.

    Public Service Education and Training Australia

    Public Service Education and Training Australia is the public service industry’s national body for vocational education and training. The board consists of the Commonwealth, state and territory public service commissioners and employee representatives. The Commission represents the Commonwealth as a Public Service Education and Training Australia board member. Public Service Education and Training Australia’s main product is the Public Sector Training Package. The Commission actively promotes the package to APS agencies as an important learning and development option.

    The Public Sector Training Package provides individuals with clear skill and career pathways through recognised national qualifications and gives Commonwealth agencies access to the National Training Framework.

    The Commission maintains a vocational education and training network of over 120 contacts in 84 APS agencies that receive updates on how the training package can help their particular agency and on what other agencies are doing with the package. We promoted the training package at various local and national forums and in our publications. In addition, we provide specialist advice to promote the training package and better integrate it into other training and development products. For example, we mapped CPA Australia professional development programmes into the training package to provide guidance to agencies using those programmes and the package as part of their development framework.

    Public Sector Management Programme

    The highly successful and long-running Public Sector Management Programme provides middle managers at the senior APS and executive level classifications with the full range of management skills required to lead effectively in the public sector. The Commission coordinates Commonwealth, state and territory participation in the programme by providing secretariat services to a board of management that oversees the programme. The Chief Executive Officer of the Australian Customs Service, Mr Lionel Woodward AO, is the current chair of the board.

    Programme commencements have declined slightly from 558 in 2003–04 to 513 in 2004–05 with Commonwealth commencements declining from 183 in 2003–04 to 173 in 2004–05. This decline followed several years of strong growth after a major curriculum review in 2002 and is largely attributable to new programmes being delayed until a new, reviewed curriculum became available in March 2005. It is expected that commencements in 2005–06 will grow significantly on the 2004–05 figures.

    Since its inception in 1992, 8755 participants have undertaken the programme, of whom 2467 were Commonwealth employees. By 30 June 2005, 3597 participants had graduated from the programme—975 were Commonwealth employees.

    Table 14: Performance information—Output component 2.1.2—Provide service-wide leadership development and other learning development services
    Target Result
    Quantity
    Number of development activities delivered – estimate 1300 activities. Achieved: 1401 development activities delivered in Canberra and regions: being 879 in Canberra and 522 in regions.
    Percentage of new entrants to the Senior Executive Service (SES) attending an orientation in the first 1–3 years – target is 100%. Not achieved: 33% of SES engaged in the last 3 years have attended an orientation programme.
    Number of Career Development Assessment Centres (CDAC) delivered – estimate 8. Achieved: 10 programmes delivered
    Quality

    At least 90% of responding participants, when surveyed, give an average rating above 4.5 (out of 6) for:

  • achieving objectives
  • programme content and
  • quality of presenter.
    		•  Achieved: Over 90% of all Commission programmes achieved an average participant rating of over 4.5 (out of 6) for all 3 measures.

    At least 90% of responding clients to the In-house Panel services, when surveyed, give an average rating above 4.5 (out of 6) for how well the programme was:

  • tailored and delivered and
  • coordinated and administered.

    • Achieved
    Client agencies were surveyed to provide results against this quality measure. The results below reflect the average ratings (out of 6) against the identified quality measures:

  • tailored and delivered—5.2
  • coordinated and administered—4.9.
    • At least 90% of responding CDAC participants, when surveyed, believed that attendance at the Centre made them more effective leaders. Achieved
    91 % pf participants believed their attendance at the Centre was beneficial to extremely beneficial in assisting them to be a more effective leader.

    At least 90% of responding SES orientation participants, when surveyed, give an average rating above 4.5 (out of 6) for:

  • achieving objective
  • programme content and
  • quality of presenters.
    		•

    Achieved
    Over 90% of all programme participants completed evaluations on the programme they attended. The results below reflect the average rating (out of 6):

  • achieving objective—5.3
  • programme content —5.4
  • quality of presenters—5.1.
    		•

    Estimated price: $11.661 million

    		Actual: $13.967 million
    Significantly higher than estimated price due to additional activities including LAFIA, in-house programmes and regional services

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    Price for Output 2

    The total price for Output 2 for 2004–05 was $14.900 million. This is higher than the estimated price of $13.614 million published in the Portfolio Budget Statements 2004–05.