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Last updated: 18 October 2006

Output 2: Development programmes

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

Achievements

The achievements under Output 2 this year included:

Slippages

Finalisation of the new panel of consultants was delayed, pending advice on Government procurement guidelines and IT system problems, resulting in delays in securing consultants to develop and deliver SES development programmes. Since June 2006 agencies have been able to access the Commission’s new panel.

Leadership services

The Commission plays a significant role in building and sustaining strong APS-wide leadership. As the nature of the APS continues to change, it is critical to draw on the capabilities of the SES leadership cadre. The demands on the SES are increasing as they manage emerging APS issues and respond to whole of government priorities. The Commission has supported the capability development of the SES during 2005–06, including:

As the Management Advisory Committee (MAC) report on Connecting Government report reminded us, ‘Capabilities are critical to effective whole of government work—both in terms of leadership and the range of technical and implementation skills called for to address complex policy and service delivery issues.’ These initiatives are expected to have significant impact on building the capabilities of the individuals who participate, the agencies they represent, and the APS as a whole.

Additionally, the Commission’s regional offices maintain a strong coordination and facilitation role in promoting effective leadership with regional heads through various groups and activities.

Regional Director Networks exist in all States and Territories, and in most cases the Commission’s regional offices facilitate these networks which provide a useful basis for building relationships across the public sector, as well as sharing trends in leadership development.

Annual conferences of regional heads are held in most regions and the themes in 2005–06 included the leadership opportunities presented by environmental changes and a strong focus on connected government. The Commissioner spoke at conferences in Victoria and Western Australia on the leadership challenges around the employment of Aboriginal and Torres Strait Islander people, and the increasing expectations from the public and from industry, for government services to be delivered in a more integrated and effective manner.

The South Australian office, together with the Northern Territory division of the Institute of Public Administration Australia, presented a successful leadership event looking at critical issues facing the APS. In Queensland, the Commission was a sponsor of the 18th Annual Government Business Conference presented by the Queensland Regional Heads’ Forum. The Commissioner gave a presentation focusing on leadership for the third millennium.

Managing and Sustaining the APS Workforce

Managing and Sustaining the APS Workforce, the fifth MAC report, was launched on 11 October 2005. Along with the statement to the SES, One APS—One SES, the report was distributed widely to all SES officers.

The report highlighted the major changes the APS is undergoing in its structure, demography, governance and core activities. It recognised that the SES has a critical role to play in leading the APS during these changes. It also reflected on the need for strategies for identifying and developing future APS leaders. One APS—One SES clarified the expectations placed on the SES in delivering outcomes for the government of the day (refer to Managing and Sustaining the APS Workforce, Output 3 for further details).

Information sessions about the MAC report were delivered in November 2005 to the ACT small agencies HR forum, the Leadership Development Network Annual Forum, and the Graduate Managers’ forum. The Commission also provided resources for members of MAC to use as a basis for discussions with the SES in their departments and agencies.

In response to the recommendations of the MAC report, the Commission moved towards being more active in marketing the range of learning opportunities available to senior executives. This will culminate in the publication of an SES calendar in 2006–07.

Integrated Leadership System

The ILS, released in 2004, continues to form the basis of many SES and Executive Level (EL) development programmes. It describes the desired behaviours supporting the SES capabilities and clarifies pathways to leadership from Executive Level 1 to SES Band 3. The ILS is supported by a range of tools for agencies and individuals to use in their leadership development.

During 2005–06 the Commission consulted with several agencies to expand the leadership pathway to include APS 3 to APS 6 level employees. The subsequent exposure draft is now available on the Commission website while consultation is finalised. During 2006–07 the Commission will develop tools and resources to assist individuals and managers implement the ILS in their workplaces.

Leadership and Learning Advisory Committee

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

In 2005–06, the committee focused mainly on the design for the new series of the Career Development Assessment Centre, the Leading Australia’s Future In Asia programme and the Pacific Leaders Programme.

Leadership Development Network

The Commission coordinates a Canberra-based Leadership Development Network (LDN) that aims to build better practice in leadership development by sharing ideas on the diversity of leadership development approaches across the public sector. There is an annual LDN and breakfast events four times a year.

The Commission chairs and supports the Network Steering Group which includes members from a range of agencies. This group oversees decisions on topics, speakers and overall direction of the LDN.

There was an average of 89 registrations per event over the last 12 months, and there has been a significant growth in subscriptions as can be seen in Table 7.

During 2005–06 presentations to the LDN have included:

Table 7: Attendance at Leadership Development Network events 2003–04 to 2005–06
  Total subscribers Total network contacts Total events
2003–04 38 (-24%) 245 (+12%) 4
2004–05 51 (+34%) 459 (+87%) 6
2005–06 78 (+53%) 534 (+16%) 6
Note: Figures in brackets represent % change on previous year.

 

Table 8: Performance information: Output component 2.1—Leadership Services
Target Result
Quantity
1. Increase leadership knowledge, skills and capability of SES and Executive Level (EL) groups across the APS.
  1. Number of seminars and forums delivered –target is 90
 Not achieved. 63 seminars and forums delivered.
  1. Number of agencies engaged through at least one scheduled event, activity or network focused on promoting leadership – target is 75%
 Exceeded. 77% of agencies attended a leadership event.
  1. Number of Career Development Assessment Centres (CDACs) delivered – estimate 8 centres with 90 participants
 Achieved. 8 centres delivered with 96 participants.
2. Promote effective implementation of leadership development across the APS.
  1. Number of consultations conducted with agencies to support the agency in integrating the ILS into their practices and systems. These consultations involve structured planned interventions to specifically develop the agency’s leadership practices and/or capacity – target is 15 consultations with agencies.
 Exceeded. 21 consultations with agencies.
Quality

LDN

Percentage of responding participants in the Leadership Development Network who when surveyed give a rating of 5 or 6 on a 6-point scale, for:

  • relevance
  • usefulness
  • administration and coordination

Target is 85%

 Exceeded. 86% of responding LDN participants rated 5 or 6 on a 6-point scale.

Client service survey

75% of APS agencies in the 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.
 A client survey was not conducted due to reprioritising of the Group's work. A client survey is now scheduled for May 2007 when the new panel arrangements and programmes have been implemented. 

CDAC

Percentage of responding participants who when surveyed give a rating of 3 (beneficial) or above on a 5-point scale for:

  • gained a better understanding of strengths and development needs
  • developed a better understanding of leadership capabilities
  • assisted participants to be more effective leaders

Target is 90%

 Exceeded. 96 % rated 3 or above on a 5-point scale.
Estimated price: $2.341 million

Actual 2.1: $3.432 million

Significantly higher than estimated price due to additional revenue generated from increased uptake of higher value leadership training activities.

Programme delivery

The Commission offers learning and development programmes in all States and Territories, specifically designed to build the capability of the APS.

Programmes are aimed at building knowledge, skills and behaviours to meet the daily work challenges and career aspirations of public servants. They form part of a suite of integrated products and services developed by the Commission to support public servants, departments and agencies to build the capability that the APS requires now and into the future.

During 2005–06 the Commission made a commitment to lead the development of APS- wide online and other learning materials on which agencies can draw in building their own induction and orientation programmes. Funding for this initiative was confirmed in May 2006 and the project will begin early in 2006–07. The Commission will design short courses about the roles, rights and responsibilities of employees which agencies can use to support recruits as they commence employment within the APS.

The Commission helps 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.

New leadership, learning and development consultant panel arrangements

In 2005–06, the Commission refreshed its leadership, learning and development consultant panel to help agencies better meet their leadership and workforce development needs. The previous consultant panel was established in 2001. Refreshing the panel allowed new and contemporary providers the opportunity to provide a wide range of services in partnership with APS departments and agencies.

The new panel is designed to facilitate agency performance and provide a shared resource that can effectively meet differing needs, and the challenges facing the APS more broadly. While the previous consultancy panel focused on learning and development outcomes, the new panel allows agencies to access specialist expertise in other areas of human resource management. Ninety key areas were identified under the following four specific sub-panels:

Tender documents were released in September 2005 and closed in October 2005. Over 100 leading providers with broad expertise in learning and development and consultancy services were successful. Agencies have been able to access the Commission’s new panel since June 2006.

Implementation of the new panel included revised access arrangements and a new pricing model for agencies, developed in consultation with the Department of Finance and Administration. Under the new arrangements, agencies interested in accessing the panel:

SES development

Throughout 2005–06 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. There are significant demands on the leaders in the APS as they navigate changes in its structure, demography, governance and core activities. The building of capability to meet these challenges is a responsibility shared by individuals, agencies and the Commission.

As part of our commitment to the SES cadre during 2005–06, the Commission developed a new suite of SES programmes, including residential programmes, which complement existing opportunities offered to senior executives.

For the first time in many years the Commission offered residential leadership programmes for SES Band 3 and Band 2 staff. These programmes take account of complexity at each leadership level, assist participants to define their contribution to the APS, understand their role as part of the SES, develop their capacity to respond to current and emerging issues (including whole of government imperatives), and strengthen their ability to manage themselves in a changing, devolved environment. In 2006–07, the Commission will offer new programmes for SES Band 1 staff.

The two new residential programmes developed and delivered during 2005–06 were:

Through their tailored design and delivery, these residential programmes are aligned more specifically to the core capabilities and behaviours outlined in the ILS, which was recently reaffirmed by the One APS—One SES statement released by MAC.

SES breakfast seminar series

The SES breakfast seminar series continued to attract high levels of participation in 2005–06. Ten breakfast seminars were held with a total attendance of 974—an increase of 48% on the previous year.

The speakers at the SES Breakfasts included Mr Mick Keelty, Dr Don Watson, Ms Patricia Scott, Professor Sandy Hollway, and Mr Andrew Metcalfe.

Mr Metcalfe’s presentation, which provided an overview of organisational change within the Department of Immigration and Multicultural Affairs (DIMA) and its implications for other agencies, attracted a record number of 165 participants.

Table 9: Attendance at SES breakfast seminar series 2002–03 to 2005–06
  Number of subscribers Number of events Total attendance Number of 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
2005–06 40 (-16%) 10 974 (+48%) 699 97
Note: Bracket represents percentage change on previous year.

SES snapshots

The SES snapshot series is aimed at providing the SES with the opportunity to attend short, highly focused workshops on current issues. In 2005–06, the sessions focused on strategic communication and parliamentary committees, with a continuing strong demand for the parliamentary committee sessions. Seventy–six senior executives attended the five SES snapshot sessions.

Ministerial Conversations Series

Photo: see caption
The Hon. Peter Costello, MP, Commonwealth Treasurer, with Lynne Tacy, Deputy Public Service Commissioner, at a Ministerial Conversations event

In August 2005, the Commission launched the Ministerial Conversations Series, a new series for senior executives. The key theme is connecting Government through working collaboratively across agencies to deliver government policy priorities. This series provides members of the SES with the opportunity to hear directly from Ministers on their current policy perspectives, and their expectations of the APS in implementing Government policy in a whole of government context. This enhances the strategic knowledge and effectiveness of senior executives in meeting whole of government obligations.

The Commission facilitated four Ministerial Conversations events in 2005–06. The speakers were the Hon. John Howard, MP, Prime Minister of Australia; the Hon. Peter Costello, MP, Commonwealth Treasurer; the Hon. Kevin Andrews, MP, Minister for Employment and Workplace Relations and Minister Assisting the Prime Minister for the Public Service; and the Hon. Phillip Ruddock, MP, Attorney-General.

The series is proving to be a great success, with excellent attendance at all sessions. Three more sessions are planned for early in 2006–07, with others in the pipeline.

For further details please refer to the Year Highlight 2.

SES Band 3 forums

The SES Band 3 forums offer senior executives the opportunity to explore current strategic issues. Two forums during 2005–06 attracted 40 participants. The topics for the forums were:

Programme Management for the SES

This programme was designed in 2005–06 and is aimed at assisting APS leaders achieve excellence in programme design, implementation and delivery. It explores programme management in a broad context, ensuring a deep understanding of the relationships between all aspects of policy implementation.

The first programme is scheduled for delivery early in 2006–07 to coincide with the launch of a better practice guide being issued by the Cabinet Implementation Unit (Department of the Prime Minister and Cabinet) and the ANAO.

Finance Essentials

The Finance Essentials half-day programme, which is aimed at the SES Band 1 level and was developed during 2005–06, focuses on the essentials of government finance from an agency perspective. New and existing senior executives will be provided with the fundamentals needed to ensure effective management of government monies. The first programme was delivered in August 2006.

SES Orientation

The Commission’s three-day SES Orientation programme was delivered eleven times during 2005–06. The programme gives relatively new senior executives the essential information they need to operate effectively in the APS environment. It is 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. One hundred and sixty-four senior executives attended the orientation programmes in 2005–06.

Executive Level development

The Commission’s EL development programmes provide opportunities to enhance the careers of staff to become more capable leaders. The Commission provides focused, contemporary learning environments for talented staff in transition to more senior leadership roles.

The services provided in the Canberra region support EL staff development and include topic- based seminars and programmes through the EL calendar and CDAC.

Development opportunities for EL 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. Several Executive Briefings and Executive Breakfasts were held in the regions.

EL residential programmes

The Commission is currently managing the development and delivery of new residential leadership programmes for Executive Level 1 and 2 staff. These programmes will complement other development opportunities that are currently available. They will reflect the key transition points identified in the ILS and best practice issues for effectively building the capacity of leaders at the Executive Level.

EL forums

The EL update sessions offered in Canberra continued to generate consistent interest in 2005–06, with a total of 222 participants attending the four sessions. The topics considered were:

Through these forums the Commission promoted the release of the better practice guides on workforce planning, performance management and workplace absences and continued to promote the State of the Service report.

This year the Victorian regional office held Executive Briefings in both Melbourne and Hobart. The impact of free trade agreements were discussed in Melbourne, with a specific focus on procurement and compliance issues. The Commissioner spoke in both States and provided information on the challenges facing the APS, based on data from the State of the Service report. The Commissioner presented similar sessions in Western Australia, New South Wales, South Australia and Queensland to both EL and SES employees.

The Western Australian office continued its successful Executive Breakfast series, with keynote speakers such as Dr Don Watson, speechwriter and historian; Magistrate Dr Sue Gordon, Chair of the National Indigenous Council; and newspaper columnist Matt Price.

Career Development Assessment Centre

The third series of the Career Development Assessment Centres (CDAC III) started in 2005–06 and continues to offer leadership development opportunities to high performing EL 2 staff across the APS. The new series is designed around the ILS. Mapping to the ILS gives a clearer delineation between the capabilities of an EL2 and an SES Band 1 to ensure that participants are being assessed in relation to the specific capabilities of an SES Band 1.

This year eight CDACs were conducted, with a total of 96 participants. From an initial 15 agencies in 1999, 41 agencies have now participated on CDAC.

Feedback from participants continues to be positive, with 98% of participants from CDAC III indicating that they have gained a clearer understanding of their strengths and development needs by attending CDAC, and 95% indicating that CDAC helped them develop a better understanding of leadership capabilities.

Twenty-three senior executives from sixteen agencies participated as observers and the remaining eight observers were retired senior executives and consultant observers.

Indigenous development programmes

In 2005–06, 13 Indigenous APS employees at Executive Levels 1 and 2 completed the inaugural Leadership in the Australian Public Service—an Indigenous experience. Participants undertake a range of leadership development experiences including three residential workshops, a 12 week work placement and personalised coaching. A further 13 participants from eight agencies commenced a second programme in February 2006 in Canberra.

Executive Level series

The 57 programmes in the EL series attracted 816 participants, representing a 23% increase in the number of participants. This confirms a significant increase in the number of fully subscribed programmes.

The most popular programmes in Canberra were Executive Level 1 transitions, Executive Level 2 transitions, Management essentials, Conducting investigations and Influencing skills.

The Commission’s regional offices play a key role in developing the leadership capability of Executive Level staff, recognising the importance of this group to the overall capability of the APS. Programmes delivered in the regions focussed on the transition to Executive Levels, moving to the SES, strategic thinking and emotional intelligence. These programmes incorporated elements of the ILS.

APS 1–6 development

APS 1–6 staff represent the backbone of the APS. The Commission’s programmes allow for enhancement of specific skill sets integral to the delivery of government services by APS 1–6 teams; while also developing key skills in leadership and management to foster the development of future APS leaders.

In Canberra in 2005–06, 135 programmes attracted 1965 participants. This decrease of 17% on figures for 2004–05 was largely due to a downturn in demand in the early part of the financial year, which resulted in the cancellation of programmes.

The most popular programmes were: Advanced writing skills, Marketing yourself into an Executive Level position, and Policy formulation and advice—introduction.

Practical skills-based programmes were also delivered in the regions for APS 1–6 staff. As noted in the 2004–05 annual report, there is a growing trend towards tailored programmes as a learning and development tool.

Graduate development

Graduates are important to the future sustainability of the APS. The Commission offers a unique opportunity for graduates to participate in learning and development and events that enhance their knowledge of their work environment and increase their skills and capabilities in an APS context. Graduates are also provided with opportunities to raise awareness of issues affecting them in today’s APS. The events allow graduates to begin to develop networks with peers across the APS and stay tuned to current issues shaping the future of the APS.

In 2005–06, the Commission continued to provide centralised development programmes and networking opportunities for APS graduates. There was continued interest in seminars such as the lunchtime seminar, A Taste of Government, with 382 graduates attending compared to 360 in 2004–05. A Taste of Government was held in April 2006 and presented by Dr Peter Shergold, Secretary, Department of the Prime Minister and Cabinet, and the Commissioner.

The Graduate Update series is proving increasingly popular, with 143 graduates attending the two sessions held during 2005–06, compared to 60 in 2004–05. Graduate updates were held in November 2005 and June 2006.

Feedback from agencies suggests a preference for this type of forum where there is opportunity for interacting with a wide range of graduates from other agencies.

Aboriginal and Torres Strait Islander development

During the year the Commission offered three careers workshops for Indigenous APS 1–4 employees and one workshop for Indigenous APS 5–6 employees. In addition, 16 workshops for Indigenous APS 1–4, and 13 workshops for Indigenous APS 5–6 employees were offered nationally as part of the Commission’s Indigenous Career Trek campaign (see also Output 3, Better practice and evaluation).

Tailored programmes and services

The Commission facilitates the design, delivery and evaluation of development programmes through its panel of consultants. This access enables consultant organisations to tailor and develop material, deliver learning and development and provide other broader consultancy services and advice to agencies on wide-ranging issues and departmental- specific requirements.

Accessing tailored services through the Commission provides agencies with a strategic and economic advantage. The consultancy panel provides access to a broad range of tested and experienced providers with a track record of delivering within an APS context.

The Commission continues to deliver a variety of small, medium and large consultancy services to agencies. Consultancy services growth in 2005–06 has been significant—an increase of 77% in business turnover has been achieved from 2004–05. Approximately 46 agencies accessed our services during 2005–06.

Significant achievements in 2005–06 included working in partnership with the Department of Health and Ageing to develop its in-house training programme for the year, and with the Department of Immigration and Multicultural Affairs on its ‘model office project’, which saw the scoping and development of an organisation review and strategic plan.

The learning and development programmes most in demand through consultancy services are shown in Table 10.

Table 10: Consultancy services – programmes in most demand
Programme Number of programmes presented
Writing skills 110
Procurement and contract management 75
Team building 67
Performance management 63
Policy development 42
Management and leadership 32

Our regional offices also experienced high demand for tailored programmes to complement agency activities, with the majority of these programmes delivered by Commission regional staff.

The range of topics was wide, with high Executive Level interest in programmes that included components of the ILS. Programmes on selection processes (both for panellists and prospective applicants) were very popular, as were sessions on the prevention of harassment and bullying.

At the APS 1–6 level, popular regional programmes focused on writing skills and dealing with difficult people. In Tasmania, a number of successful programmes were conducted with combined groups of APS and Tasmanian government employees. In Queensland, courses were delivered in both metropolitan and regional centres, including remote localities such as Thursday Island.

Table 11: Performance information: Output component 2.2—Programme Delivery
Target Result
Quantity
Number of programmes delivered – target is 1431. Exceeded. 1685 programmes delivered.

SES Orientation

Percentage of new entrants to the SES attending an orientation in the first 1-3 years – target is 100%.

 

Not achieved. 33% of SES who were engaged and/or promoted into the SES in the last three years have attended an orientation programme.
Quality

APS 1-6 and EL Programmes

Percentage of responding participants who when surveyed give a rating of 5 or 6 on a 6-point scale for:

  • achieving objectives
  • programme content
  • quality of presenters

Target is 85%

 

Almost achieved . 88% of APS 1-6 and EL programmes achieved an average participant rating of over 4.5 (out of 6) for all three measures.

Consultancy Services

Percentage of responding surveyed clients who used services provided direct to agencies by brokering delivery from the panel of consultants who give an average rating of 5 or 6 on a 6-point scale, for how well the programme was:

  • tailored and delivered
  • coordinated and administered

Target is 85%

 

Almost achieved. 83% of responding surveyed clients rated a 5 or 6 on a 6-point scale.
Estimated price: $10.032 million

Actual: $12.373 million

Actual exceeded estimate due to increased demand for programme delivery

National and international programmes

Our role in providing or assisting with the provision of national and international programmes increased significantly during 2005–06. The Commission has expanded the range of LAFIA offerings as well as running the inaugural Pacific Public Sector Leadership Programme.

Australia and New Zealand School of Government

The Australia and New Zealand School of Government (ANZSOG) is a first-tier professional school established collaboratively by a consortium of Australian and New Zealand governments, universities and business schools in 2002. It aims to provide world-class postgraduate programmes to emerging public sector leaders and   senior executives.The Australian Government is a foundation member of ANZSOG.The Commissioner represented the Australian Government on the ANZSOG Board and the Research Committee until the end of 2005. The Australian Government is now represented by Dr Peter Shergold, Secretary of the Department of the Prime Minister and Cabinet, who is also Chair of the ANZSOG Board.

Following a review, led by the Commissioner, of the School’s governance structure in late 2005, a new Board replaced the Foundation Board of ANZSOG. While the new Board has fewer representatives from Australian universities, their input is maintained through an Academic Board. The Academic Board is responsible for encouraging and maintaining the highest possible standards in curriculum and teaching in ANZSOG’s programmes.

The Australian Government’s commitment to the School reflects the importance it places on ensuring a responsive public sector with effective leadership and the capacity to meet future challenges. The Commission, in consultation with other agencies, has been actively involved in assisting ANZSOG to ensure it meets the needs of the APS by providing high quality, high profile programmes which represent value for money. One way the Australian Government has displayed its commitment to ANZSOG is through an agreement to fund 20 and 30 places annually on the School’s two flagship teaching programmes, respectively, until 2008. The programmes are:

The level of participant satisfaction with ANZSOG teaching programmes in 2005–06 has been extremely high. A major review was conducted of the EMPA programme in late 2006 to ensure its relevance and currency. Feedback from the participants on the EFP showed the course as the best of its type on offer to senior executives.

The ANZSOG Research Committee coordinates the School’s research priorities. The Research Committee contributes to continued public sector reform and supports development and transmission of good practice in both policy and management. It also informs debate on key issues in public administration and maintains the quality and relevance of ANZSOG’s teaching. In 2005–06, the Australian Government contributed $200,000 to support a strong and relevant research programme focused on collaboration with participating institutions. The Australian National University (ANU) matched the Australian Government’s contribution. These arrangements have been in place for three years, between 2003–04 and 2005–06.

The Australian Government-ANU funding established the Sir John Bunting Chair of Public Administration and an executive officer position to help develop research activities. The funding arrangements also included a commitment to facilitate regular seminars and/or workshops, sponsor PhD students, develop and maintain a website, and publish a regular newsletter.

In February 2006, in conjunction with the Department of the Prime Minister and Cabinet, ANZSOG held a conference on project management and organisational change, at which the Commissioner delivered a keynote address on New Directions in Implementation.

The Commissioner attended the CEO workshop Beyond Government: Changing Behaviour, Changing Roles, which was conducted by ANZSOG in February 2006. It was attended by public sector CEOs from Australia and New Zealand. The discussion considered how governments can address emerging public policy problems by collaborating and encouraging behavioural change.

Commonwealth Association for Public Administration and Management

As one of the founding members, Australia continues to support the important work of the Commonwealth Association for Public Administration and Management (CAPAM) in strengthening public administration and management and good governance in Commonwealth countries through networking and the exchange of better practice and innovations.

The Commissioner is Vice-President of the CAPAM Board of Directors, and the Australian Government Board representative. The Australian Government recognises the importance of governments working collaboratively to respond to national and global challenges and assist public administration in less developed countries. As a result, the Australian Government will host the CAPAM 2006 Biennial Conference in Sydney in October.

During 2005–06, CAPAM and a Steering Committee of key agency heads in the Australian, New South Wales and New Zealand Governments have been very active in finalising the conference themes, a programme of lively speakers, site visits to Australian and New South Wales Government agencies and preparations for the main functions of which the Australian Government is responsible.

The overall theme of the 2006 Biennial Conference is Rising to the Challenge: Enhancing Public Sector Capability. The underlying themes are that a capable public service:

The conference is an important event on the global public sector calendar, which brings together delegates from over 50 Commonwealth countries to share experiences and ideas. The Commissioner is particularly keen to encourage young people from the Commonwealth, as potential future public sector leaders, to   participate in the Conference. With this in mind, the Australian Government will host the ANZSOG Young Professionals Debate that will draw debaters from Commonwealth countries.

Commonwealth Public Service Ministers’ Forum

The inaugural Commonwealth Public Service Ministers’ Forum, for Ministers and senior officials responsible for the public service in Commonwealth countries, will be held from 26–27 October following the CAPAM Conference in Sydney.

The aim of the forum is to advance public sector reform and development in the Commonwealth by providing Ministers with the opportunity to exchange experiences on public sector management issues and to set priorities for future work. The forum may evolve into regular gatherings of public service Ministers akin to other Commonwealth meetings.

The Australian Government will play a significant role in leading and facilitating discussions and providing support to the Commonwealth Secretariat during the event. The key three themes of the forum are:

The Commission has been working closely with the Commonwealth Secretariat on arrangements for the event and AusAID on seeking funding for the travels costs of Ministers and senior officials from Pacific countries.

Leading Australia’s Future in Asia

Leading Australia’s Future in Asia (LAFIA) brings together senior executives from the Australian, State and Territory public services to increase their understanding of significant change drivers in the region. The study programmes include meetings with government officials, business and community leaders.

LAFIA aims to:

Over 170 senior executives, from the Australian, State and Territory governments, as well as from New Zealand, have participated in LAFIA since it commenced in 1994. In 2005–06 the Commission led the following two programmes:

LAFIA exposes participants to a range of high- level business, government and academic leaders, both in Australia and overseas. The Commission works closely with Australian diplomatic representatives, supporting participants to gain a better understanding of how the Department of Foreign Affairs and Trade whole of government engagement works. The Asia Pacific School of Economics and Government at the Australian National University provides the academic content for the programme.

The Commission will lead the next LAFIA Pacific in September 2006, which will focus on regional neighbours where the Australian Government is working in partnership to support governance and public safety outcomes. The programme participants will visit Papua New Guinea, Fiji, the Solomon Islands and Samoa. The next LAFIA Asia will be held towards the end of 2006–07.

Pacific Public Sector Leadership Programme

At the October 2004 Pacific Commissioners’ meeting, participants requested that the Commission design and develop a Pacific regional senior executive leadership programme to support their commitment to developing strong, professional senior public service leaders to help to drive public sector reforms.

At the Commissioners’ Conference in July 2005, participants focused on leadership and public sector reforms in the region and there was strong support for an increased regional approach to public sector leadership development.

The Commission designed and developed the inaugural Pacific Public Sector Leadership Programme, which was attended by 15 senior public sector departmental officers from Pacific nations in May 2006. The programme contributed to the development of regional networks, better understanding of issues facing the region, an appreciation of good governance and improved capabilities for leading and supporting the implementation of key public sector reforms. Strategic dialogues focused on regional issues, and establishing shared frameworks for all participants to draw upon in the future to encourage regional solutions to regional problems. Participants’ experiences were used to highlight the benefits of this strategy towards regional problem solving.

Subject to AusAID funding for 2006–07, the Commission has agreed to offer the programme to senior executives in central agencies and to emerging leaders at middle management level.

Cross jurisdictional public sector development activities

In addition to its work with ANZSOG, the Commission continued to coordinate the following Commonwealth/State/Territory training activities:

Public Sector Training Package

The Commission represented the Commonwealth as a board member of Public Service Education and Training Australia (PSETA) until it ceased trading in October 2005. PSETA was the public service industry’s national body for vocational education and training (VET), and the board consisted of the Commonwealth, State and Territory Public Service Commissioners and employee representatives. The main product of PSETA was the Public Sector Training Package. The Commission actively promotes the package to APS agencies as an important learning and development option.

In October 2005, Government Skills Australia (GSA) was formed as the tenth, and last, industry skills council created to represent industry to Government on VET matters. GSA brings together a range of important industries which represent approximately 1.3 million employees nationally. Public service interests are represented by the Public Service Industry Advisory Council, which advises the GSA Board on its issues and priorities. The Commissioner represents the Commonwealth on the Public Service Industry Advisory Council.

The Public Sector Training Package remains the primary GSA product of interest for the Commonwealth. The package provides individuals with clear skill and career pathways through recognised national qualifications and gives Commonwealth agencies access to the National Training Framework.

In 2005–06 the Commission continued to promote informal links between non-SES development programmes and the training package, maintaining a VET network of over 120 contacts in 84 APS agencies that receive updates on how the training package can help their particular agency.

Public Sector Management Programme

The Public Sector Management Programme, which started in 1992, targets middle managers at the senior APS and EL classifications and provides the full range of management skills required to lead effectively in the public sector. The Commission coordinates Commonwealth, State and Territory participation by providing secretariat services to a board of management that oversees the programme. Mr Jeff Whalan, Chief Executive Officer of Centrelink, is the current chair of the board.

In 2005–06, programme commencements were 515 compared to 513 in 2004–05. A reviewed curriculum became available in March 2005 and its success is indicated by the sustained levels of commencements on the programme.

Table 12: Performance information—Output component 2.3—National/International Programmes
Target Result
Quantity
Number of Leading Australia’s Future in Asia (LAFIA) programmes delivered – target is 1 per annum. Achieved. 1 LAFIA programme delivered.
Number of Leading Australia’s Future in Asia - Pacific (LAFIA-Pacific) programmes delivered – target is 1 per annum. Achieved. 1 LAFIA–Pacific programme delivered.
Number of Australia and New Zealand School of Government (ANZSOG) Board meetings which the Commission attends and at which the Commission provides the Commonwealth perspective – target is 75% of meetings held. Exceeded. The Commissioner attended 100% of Board meetings during 2005, prior to her stepping down from the Board in December 2005.
Number of Public Sector Management (PSM) Programmes Board meetings for which the Commission provides secretariat services – target is 100% of meetings held. Achieved. The Commission provided secretariat services to 100% of PSM Programme Board meetings.
Number of Government Industry Skills Council meetings at which the Commission contributes the Commonwealth perspective – target is 75% of meetings held. Achieved. No meetings were held during 2005-06. However, the Public Sector Jurisdictional Reference Group, which consists of member representatives, met four times during 2005-06, and the Commissioner was represented at all four meetings.
Quality

Percentage of responding LAFIA participants who when surveyed indicate a high level of satisfaction with the programme and give a rating of 5 or 6 on a 6-point scale for:

  • achieving objectives
  • programme content
  • programme coordination and administration

Target is 85%

Achieved.  While a specific percentage result is unable to be identified, direct feedback provided by clients indicates a high level of satisfaction by participants with the LAFIA programme.
Estimated price: $1.332 million

Actual: $1.971 million

Actual exceeded budget due to increased demand, especially for LAFIA, and the refinement of resources required for this activity

Price for Output 2

The total price for Output 2 for 2005–06 was $17.776 million. This is higher than the estimated price of $13.705 million published in the Portfolio Budget Statements 2005–06.

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