changes of emphasis in the existing framework, including an increased prominence on anticipating future change, plus the addition of practices supporting collaboration, innovation, moral courage and independent judgement. Political nous Strategic thinking Leading people Leading change a leader Scanning the political, cultural and social environment Increased prominence in 2014: Scanning the horizon and anticipating future change Creating a culture in people thrive New in 2014: Working collaboratively, facilitating interaction and innovation Ways of understanding self and others in the world Diagnosing situations, systems, challenges Strategic questioning Fostering an engaged and accountable culture Engaging in dialogue Emotional intelligence Analysing stakeholders, issues, concerns, perspectives Generating options and possibilities Working with others to create a vision Building alliances and partnerships Resilience, continual learning, agility and adaptability Political nous Gathering evidence Mobilising the capacity, strengths and leadership of others Brokering solutions and commitment to action Authentic leadership Weighing up alternatives Fostering diversity Mobilising systems Self-regulation and social awareness Balancing competing interests and values Being and stewardship of an APS culture and institution Developing and implementing plans for strategic action New in 2014: Moral courage & independent judgement Table 3: Leadership practices for development across the APS Management expertise As public servants move into positions of authority they require the management expertise that ensures they understand and take personal responsibility for delivering on their accountabilities, that support sound decision-making and enable them to navigate APS systems and processes to support effective execution. What is management expertise and what does it contribute in the current business context?
Working with the Minister Developing Cabinet Submissions Appearing before Parliamentary committees People and organisational development Building and leading high performing Planning and managing change Getting the most out of diversity Management expertise priorities for development in 2014-15 and 2015-16 Table 7 outlines the Strategic Centre’s management expertise priorities from 2014-16, including a recognition that the Strategic Centre is responsible for the design and development of programmes addressing new priorities while simultaneously delivering and continuously improving programmes developed pre 2014. 2014-15 2015-16 Deliver and continuously improve Design and develop Deliver and continuously improve Design and develop People and organisational development Coaching and developing others Performance management Building & leading high performing teams Planning and managing change Getting the most out of diversity Decision-making and judgement Designing government business models Business acumen – purchasing services for government Risk management Personal responsibility and public sector accountability Creating public value Programmes designed and developed in 2013-14 and 2014-15 Decision-making and judgement Financial management and budgeting Programme and project management Working with government Briefing and responding to APS decision-makers, Ministers & Parliament Working with the Minister Developing Cabinet Submissions Professional public service skills Delivery management Programme evaluation Working with stakeholders and jurisdictions Professional public service skills Policy development and implementation Regulatory frameworks and practices
Working with diversity Foundation skills Compelling communications Building relationships and engagement Core skills priorities for development in 2014-15 and 2015-16 8 on the next page outlines the Strategic Centre’s core and foundation skills priorities from 2014-16, including a recognition that the Strategic Centre is responsible for the design and development of programmes addressing new priorities while simultaneously delivering and continuously improving programmes developed pre 2014. 2014-15 2015-16 Deliver and continuously improve Design and develop Deliver and continuously improve Design and develop Applying ethical and legal frameworks APS ethics and values Working within and across teams Cross-agency working Programmes designed and developed in 2013-14 and 2014-15 Working within and across teams APS people management Understanding government The role of the APS, understanding parliamentary processes and understanding legislative processes Responding to the Minister’s office Applying ethical and legal frameworks APS frameworks APS decision-making and risk APS risk management Applying ethical and legal frameworks APS procurement essentials APS contract management Working within and across Performance management Dealing with change Working in Working with diversity Professional public service skills Delivery Working with stakeholders Developing a business case for government Professional public service skills Policy development and implementation Regulation Foundation skills Structuring work Compelling communications Building relationships and engagement Foundation skills Analytical thinking Table 8: Core skills development priorities 2014-15 and 2015-16
What is evaluated? Data collection method Which programmes will be evaluated to this level? How will the data be used? Learner reaction: evaluates how well was the programme delivered and learner satisfaction. Survey at the end of each module and the end of entire programme. For programmes: Feedback from facilitators / observers All programmes 1. To improve programme design, learning materials, learning methods and target audience 2. To improve delivery 3. To assist in programme targeting Learning: evaluates whether learning took place. 1. Pre-programme survey 2. Post-learning survey (end of module and end of programme) Behaviour: evaluates where the participants are applying learning Interview or survey with: 1. the participant, and 2. the participant’s manager. All pilot, high cost or priority programmes. For other programmes, when the evaluation data indicates a requirement To confirm transfer of learning or identify changes to increase impact and to confirm programme is delivering required behavioural changes Business objectives: evaluates whether the programme delivered on its business objectives and provided value for money. Agency and employee surveys. All pilot programmes, and every 12-18 months for high cost or high priority programmes To confirm programme is delivering the intended outcomes and providing for money Table 9: Strategic Centre learning programme evaluation framework