Australian public service commissioner stephen sedgwick

key performance indicators

Table 7 summarises the Commission’s performance under program component 1.1.2 against its key performance indicators for 2012–13 and the previous two years.

Table 7: Summary of performance under program component 1.1.2 against key performance indicators, 2010–11 to 2012–13
Key performance indicator	2010–11		2012–13
	Actual (%)	Actual (%)	Target (%)	Actual (%)
Percentage of responding surveyed participants who consider that Commission programs have equipped them with the knowledge and skills they need in order to perform their roles more effectively	88	90	85	98
Percentage of responding surveyed participants who consider that Commission program learning objectives were met effectively	89	90	85	98
Percentage of responding surveyed participants who agreed that attending Commission programs and/or events assisted in building their awareness of issues, developments and priorities to enable them to work more effectively	84	90	85	98
Percentage of responding surveyed participants who agreed that attending Commission leadership development activities increased their leadership skill, capability and knowledge	89	89	85	85

Note: Excludes results for programs with purpose-built evaluation processes with different criteria, for example SES orientation.

The 2012–13 Portfolio Budget Statements included the following additional performance indicators for program component 1.1.2:

• APS has sufficient leadership capability to meet current and future business requirements—to become more citizen-centric, to be able to solve complex problems, to operate as one APS, to anticipate challenges and implement effectively

• improvements in leadership development programs evaluation outcomes, including the degree to which programs improve leadership effectiveness

• APS agencies have access to thought leadership and guidance on strategies to enhance agency- specific leadership development

• APS agencies have access to high-quality, strategically aligned leadership programs that deliver the skills needed by agencies and the APS

• learning and development programs lead to increased choice, opportunity and better work performance

• increased acquisition of skills and knowledge leads to better service delivery within the APS

• degree of satisfaction of the Secretaries Board with progress in implementing the Blueprint recommendations where the Commission is the lead agency.

deliverables

The Commission’s key deliverables for program component 1.1.2 in 2012–13 were:

• a leadership development strategy based on current and emerging priorities, overseen by the Secretaries Board and supported by the advisory board for the Strategic Centre for Leadership, Learning and Development

• the identification of aligned contemporary leadership programs and (where of value) the central procurement of programs

• quality assessments of professional development programs and providers and improved evaluation of program outcomes

• thought leadership, support and advice for agencies and APS leaders in identifying and nurturing top talent across the APS and providing opportunities to develop high-performing individuals

• the delivery of leadership development programs (including those used as part of the approach to talent management) as identified by the Strategic Centre for Leadership, Learning and Development and the Secretaries Board

• leadership, learning and development programs that build knowledge, capabilities, skills and behaviours, including partnerships with the states and territories

• support for leadership excellence through international programs and work with the states and territories on public sector educational training needs.

Table 8 summarises the Commission’s performance under program component 1.1.2 against its deliverables for 2012–13 and the previous two years.

Table 8: Summary of performance under program component 1.1.2 against deliverables, 2010–11 to 2012–13
Deliverables	2010–11	2011–12	2012–13
	Actual	Actual	Target	Actual
Number of leadership programs delivered	54	54	84	53
Number of agencies using the leadership learning development panel to deliver training	58	66	61	59
Number of APS 1–6 and Executive Level core skills programs delivered*	484	507	240	545
Percentage of agencies engaged through at least one scheduled event, activity or network focused on leadership	85%	88%	75%	89%
Percentage of new SES attending orientation program†	26%	27%	80%	51%
Percentage of SES and Executive Level programs that were rated 5 or 6 on a 6-point scale for relevance and usefulness	84%	89%	85%	85%
Percentage of panel services that were rated 5 or 6 on a 6-point scale for how well the program was delivered and coordinated	80%	85%	85%	85%
Number of APS agencies using quality assured providers	38	34	30	0
Manage SES high-potential program for target number of participants (to be determined by Strategic Centre for Leadership, Learning and Development advisory board)	na.	23	As agreed	46

na. = not applicable.
* The 2012–13 target does not include programs delivered on agencies’ premises; all actual totals include programs delivered on agencies’ premises.
† During 2012–13, 172 (295 in 2011–12) new SES were appointed. Eighty-eight new SES officers completed the SES orientation program in 2012–13 and a further 92 commenced the program.