Performance measure 3
Key activity 3
Build APS capability and leadership for the future
A knowledgeable and skilled public service is essential in order to meet the challenges ahead and to maintain trust in government. As custodians of APS capability and leadership, we will continue to work across the service to leverage learning and development expertise. We will provide clear entry pathways, a platform for the development of critical skills and forecast and plan for the leadership capabilities that the APS needs for the future.
To achieve this objective, our priorities are to:
- bring capability and expertise into the APS by partnering with agencies to develop best recruitment and retention solutions, including clear entry pathways for prospective APS employees
- build capability within the APS by identifying emerging capability requirements (e.g. APS Craft, cultural competency) and by supporting the development of APS staff through a networked model
- build strong and diverse APS leaders
- nurture and promote collective leadership approaches that harness the capability that exists throughout the APS
Performance Measure 3.1
Support APS leadership to develop their leadership capability.
| Year | Planned Performance Results |
|---|---|
| 2024–25 | 3.1.1 10% increase on SES who participated in APS Academy leadership programs during 2023-24 3.1.2 90% of courses where learners report a positive learning experience |
| 2025–26 | 3.1.1 Planned Performance Results will be set following receipt of Baseline data from 2024-25 3.1.2 Planned Performance Results will be set following receipt of Baseline data from 2024-25 |
| 2026–27 | 3.1.1 Planned Performance Results will be set following receipt of Baseline data from 2024-25 3.1.2 Planned Performance Results will be set following receipt of Baseline data from 2024-25 |
| 2027–28 | 3.1.1 Planned Performance Results will be set following receipt of Baseline data from 2024-25 3.1.2 Planned Performance Results will be set following receipt of Baseline data from 2024-25 |
Why do we measure this?
To build public service capability and leadership for the future we need to contribute to leadership, high quality learning and development, and career management in the APS. To deliver on this commitment we provide high quality, one-APS senior executive leadership development and talent programs.
Data source
3.1.1 APS Learn
3.1.2 Leadership and Talent Development records, including Participant Surveys.
Methodology
3.1.1 Enrolment data is captured in APS Learn and Share+. Annual enrolments are compared to previous year enrolments and the variation (+/-) as a percentage is calculated.
3.1.2 Post-program evaluation surveys are used to collect data. At the end of the course, participants are asked to respond to a number of questions. The following statement will be included as a standard measure across all programs to provide a consistent and comparative measure using a 5 point Likert scale “I had a positive learning experience”. A numerical value is assigned to each Likert response 1=strongly disagree, 2=disagree, 3=neutral, 4=agree, and 5=strongly agree.
For each course, individual responses will be aggregated to calculate the average score for the course. The performance target is the averaged of score ≥ 4.0 on a scale of 1-5. We then work out the percentage of all courses that averaged a score ≥ 4.0 on a scale of 1-5 for this question, to determine if we have achieved the result.
The basis for assessing the performance measure result as ‘achieved’, ‘substantially achieved’, ‘partially achieved’ or ‘not achieved’ has been captured in a detailed Performance Audit Trail.
Type
3.1.1 Quantitative/ Output as a proxy for effectiveness
3.1.2 Quantitative and Qualitative/ Output as a measure of effectiveness
Changes since previous year
Not Applicable - new Planned Performance Results for 2024-25.
Performance Measure 3.2
Contribute to an uplift in APS capability in the domains of APS Craft.
| Year | Planned Performance Results |
|---|---|
| 2024–25 | 3.2.1 Increase on 2023-24 results for the number of co-branded learning offerings delivered arising from key partnership arrangements established within agencies 3.2.2 90% of courses where learners report a positive learning experience 3.2.3 100% of actions from APS Learning and Development Strategy and Action Plan that are completed within endorsed timeframes – where the Commission or APS Academy is listed as lead |
| 2025–26 | 3.2.1 Planned Performance Results will be set following receipt of Baseline data from 2024-25 3.2.2 Planned Performance Results will be set following receipt of Baseline data from 2024-25 3.2.3 Planned Performance Results will be set following receipt of Baseline data from 2024-25 |
| 2026–27 | 3.2.1 Planned Performance Results will be set following receipt of Baseline data from 2024-25 3.2.2 Planned Performance Results will be set following receipt of Baseline data from 2024-25 3.2.3 Planned Performance Results will be set following receipt of Baseline data from 2024-25 |
| 2027–28 | 3.2.1 Planned Performance Results will be set following receipt of Baseline data from 2024-25 3.2.2 Planned Performance Results will be set following receipt of Baseline data from 2024-25 3.2.3 Planned Performance Results will be set following receipt of Baseline data from 2024-25 |
Why do we measure this?
To build public service capability and leadership for the future we need to support the APS Network with a continuous learning model that connects our people with the best learning and development offerings. This requires an understanding of the critical capabilities identified in the APS Workforce Strategy and an APS learning culture that encourages and supports continuous learning and an APS-wide collaborative learning ecosystem.
Data source
3.2.1 APS Learn, APS Learning Bank, Partnerships log and report
3.2.2 Qualtrics, MS Forms
3.2.3 Progress log.
Methodology
3.2.1 Monthly reporting. A learning offering (e.g. courses or resources) is counted when it:
- has originated from an APS source other than the APS Academy and is offered through the APS Academy channels such as APSLearn, APS Learning Bank and APS Academy website; or
- it has resulted from partnering arrangements in the design or delivery, or
- it carried APS Academy branding together with branding from another entity.
3.2.2 Post course evaluation surveys are used to collect satisfaction data. At the end of the course, participants are asked to respond to the following statement using a 5 point Likert scale “I had a positive learning experience”. A numerical value is assigned to each Likert response 1=strongly disagree, 2=disagree, 3=neutral, 4=agree, and 5=strongly agree.
For each course, individual responses will be aggregated to calculate the average score for the course. The performance target is the averaged of score ≥ 4.0 on a scale of 1-5.
3.2.3 Actions in the Learning and Development Strategy and Action Plan are monitored. Project leads are responsible to report on progress against milestones in accordance with Standard Operating Procedures.
The basis for assessing the performance measure result as ‘achieved’, ‘substantially achieved’, ‘partially achieved’ or ‘not achieved’ has been captured in a detailed Performance Audit Trail.
Type
3.2.1 Quantitative/ Output
3.2.2 Quantitative and Qualitative/ Output as a proxy for effectiveness
3.2.3 Quantitative/ Output as a proxy for effectiveness
Changes since previous year
3.2.1 Aligns with 2023-24 Planned Performance Result 7.1
3.2.2 Aligns with 2023-24 Planned Performance Result 7.2
3.2.3 Aligns with 2023-24 Planned Performance Result 7.3