Public Sector Management Office...The Public Sector Management Office (PSMO) Outcomes Based...
Transcript of Public Sector Management Office...The Public Sector Management Office (PSMO) Outcomes Based...
Public Sector
Management Office Final
Business Plan 2012-13 Outcomes Framework
18 June 2012
Revised 3 October 2012 [TRIM 8501-02 | CA432757]
PUBLIC SECTOR MANAGEMENT OFFICE (PSMO)
Outcomes Based Planning Framework
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Public Sector Management Office
Outcomes Framework
This outcomes-based planning and evaluation model is a framework - a mental
template that has helped us think about what we do in a disciplined way.
Public Sector Management Office 2012
Contact us
Public Sector Management Office
Email: [email protected]
Phone: 03 6232 7140 Contact: Viv Burgess
http://www.dpac.tas.gov.au/divisions/psmo
Postal Address:
Level 9, 144 Macquarie Street HOBART TAS 7001
© State Government of Tasmania – Public Sector Management Office 2012
TRIM REF: 8501-02 | CA432757 (Word)
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Why does the Public Sector Management Office need an
Outcomes Framework?
The Public Sector Management Office (PSMO) Outcomes Based Evaluation Planning is an
outcomes framework to ensure our vision planning and action planning are integrated.
Focusing on an outcomes approach will help PSMO to deliver services more effectively. It will also help make programs/services more focused on outcomes.
Some important reasons why PSMO has focussed on developing an Outcomes Framework
include:
To be clear about what PSMO wants to achieve for the TSS Workforce.
To enable Agencies to understand what PSMOs thinking is for the TSS Workforce.
To work collaboratively with Heads of Agencies, Corporate Services and Human Resource Managers so that there is a shared understanding of PSMOs strategic
objectives.
To be realistic about the ‘HOW’ so that PSMO can measure effectiveness and impact of services and programs offered.
Other benefits can include:
Encourages a disciplined and structured approach to determine priorities and to focus
Agency interaction.
Encourages agreement on outcomes and priorities.
Encourages an approach that results in a partnership between PSMO and Agency
contacts.
The strategies and activities identified will lead to better, higher quality outcomes being achieved.
An outcomes-based approach encourages a focus on the value added and not just the inputs or
processes over which we have control.
What are Outcomes?
Outcomes are desired conditions of wellbeing for the Tasmanian State Service. Outcomes address the questions:
What is it that we want for the Tasmanian State Service workforce?
What will be the end results?
Agreement on desired outcomes/results can facilitate Agency ownership and participation and it
also helps to maximise investment in activities that contribute to improved results.
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Our Vision
PSMOs vision for the Tasmanian State Service is that it will be ‘A professional and adaptable
Tasmanian State Service workforce’.
PSMO exists to provide leadership and support to Agencies to meet current and future priorities
and challenges by focussing on key strategic objectives identified in the following key outcome
areas or ‘Pillars’.
The PSMO Outcomes Framework establishes a clear purpose and three focus areas – or Pillars –
to guide our business as usual and our new project efforts.
Pillar 1 Pillar 2 Pillar 3
Workforce Reform
Workforce Management and
Relations
Workforce Development
Creating a dynamic,
accountable workforce
Attracting, retaining
and building a skilled
workforce
Building the capabilities
of the workforce
This outcome area is about
strategies that the State
Service will undertake to
bring about reforms that will
increase efficiency,
effectiveness and utilisation
of the workforce. Central to
the Service’s effectiveness is
ensuring governance and
structural arrangements are
contemporary; and a culture
of performance exists
throughout the State
Service.
This outcome area is about
strategies that the State
Service will undertake to
ensure that a productive
workforce is optimised and
regarded as a model
employer; and that it has an
employment management
framework that is flexible
and adaptable.
This outcome area is about
strategies that the State
Service will undertake to
ensure the ongoing
development of the
workforce to build and
enhance its capabilities –
both now and into the
future.
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Our Role
PSMO supports the Minister Administering the State Service Act (Premier as employer) to
balance the social, economic, cultural and political aims of government through high-quality policy for State Service employment management and development.
To achieve this, PSMO has specific responsibility for:
Workplace Reform - Performance culture and governance arrangements
Workforce Management and Relations - Employment policy and programs; industrial
relations; health, wellbeing and safety; and central vacancy management
Workforce Development - training, education and development delivered through The Training Consortium; development of leadership and management programs and co-
ordination of scholarship program
What we do
Through implementing the PSMO Outcomes Framework we will:-
Provide high quality policy services and support to the Premier and Cabinet.
Lead and support the implementation of Tasmanian State Services Wages Policy.
Manage and coordinate the Public Sector Industrial Relations Committee and Sub-
Committee of Cabinet.
Work collaboratively with Agencies to provide leadership and support to meet current
and future challenges.
Support Government and Departmental priorities.
Our Values
Professional – We aim for excellence and act with integrity and impartiality.
Accountable – We are focused on achievement, open to questioning and responsible for our actions.
Collaborative – We respect and value the expertise of others and work in partnership.
Forward Looking – We plan so we can be responsive to future needs.
Supportive – We provide a workplace that fosters mutual respect and open communication and we
offer flexible conditions that balance working requirements with personal and family commitments.
How we work
We are collegial – working together internally and externally.
Our work is high quality – accurate, timely and rigorous.
We are innovative – open to and initiating new ideas and creative approaches.
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PSMO’s Outcomes Framework Overview
PSMO’s Vision for the Tasmanian State Service workforce
A professional and adaptable Tasmanian State Service workforce.
DPAC values
Broad Outcome Areas – Pillars
PSMO exists to:
provide advice and support to the Premier and Government; and
provide leadership and support to Agencies
to meet current and future challenges by focussing on the strategic objectives identified in the
following three key outcome areas or ‘Pillars’.
Eva
luat
ion P
lan
Fram
ew
ork
Measurement of Impact Indicators How do we know we are making a difference?
Through Evaluation and Reporting – Evaluation Surveys; WACA Phases 1&2
Measurement of Process Indicators Were actual planned activities delivered? (number/%)
Were they delivered in the way they were intended – satisfaction?
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Key Priority Areas for 2012-13
The PSMO Outcomes Framework has identified the following key priority areas for 2012. These
are:
Build a State Service culture of high performance.
Develop and implement revised governance and structural arrangements following the
Governance Review of 2011-12.
Strengthen engagement with Agencies to implement active workforce planning,
development and management.
Lead health, wellbeing and safety to achieve legislative compliance and become an
exemplar employer.
Lead the development and implementation of State Services Wages Policy.
Improve leadership and management capability.
Improve Human Resources and Industrial Relations knowledge skills and practices in Agencies.
Key Priority Objectives
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Our 13 Objectives and associated Strategies
Workforce Reform
1. To build a culture of high performance.
1.1 Develop, implement, evaluate and report effective service wide performance
management.
2. To support effective revised governance and structural arrangements throughout the
Tasmanian State Service. 2.1 Provide quality internal support to the Review of Governance and Structural
Arrangements.
2.2 Develop a change management strategy to implement approved governance and
structural arrangements as a result of Review.
3. To increase productivity and flexibility in the workforce.
3.1 Implement Central Vacancy Control including across Agency redeployment and
suitability assessments for Tasmanian State Service vacancies.
3.2 Implement Targeted Voluntary Redundancy policy and procedures.
3.3 Provide support processes for Section 47 referrals under the State Service Act 2000,
in particular, the redeployment of employees identified as surplus to requirements.
Workforce Management and Relations
4. To promote the Service as a model employer.
4.1 Promote behaviours, culture and career opportunities available in the Tasmanian
State Service.
4.2 Maintain an ongoing partnership with the University of Tasmania (UTAS) for the delivery of the School of Government Internship Program.
4.3 Develop and promote a Workforce Diversity Strategy.
5. To manage and improve the employment management framework.
5.1 Manage and report on the ongoing implementation of employment policy.
5.2 Develop and provide consistent induction processes.
6. To strengthen commitment to active workforce planning and management.
6.1 Engage Agencies in active workforce planning, development and management.
7. To improve the health, wellbeing and safety of the workforce.
7.1 Develop, implement, evaluate and report on a Health, Wellbeing and Safety Strategy.
8. To provide a whole of government service for the resolution and management of
employment relations issues.
8.1 Co-ordinate whole-of-government employee relations advocacy, advice and support.
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9. To lead the development and implementation of State Services Wages Policy. 9.1 Co-ordinate whole-of-government wages policy implementation and Award reform.
9.2 Participate in the negotiation of Wages Agreement.
9.3 Co-ordinate and support the Public Sector Industrial Relations Committee (PSIRC) and Cabinet Sub-Committee arrangements.
10. To improve evidenced based data collections, analysis and reporting.
10.1 Lead the development of integrated data collection.
Workforce Development
11. To improve leadership and management capability.
11.1 With nominated Heads of Agency develop and implement an approach to
Leadership (including Structure and Governance; Culture, Talent Identification and
Development) including examining SES. 11.2 Lead and invest in the development of executive leaders and managers.
11.3 Work with Heads of Agencies to provide education, training and development
programs for leaders and managers.
12. To facilitate contemporary learning and development opportunities.
12.1 Work across government and with other external stakeholders to develop individual and organisational capacity.
13. To improve the knowledge, skills and practices of the HR/IR profession in Agencies. 13.1 Work across government to develop people management capabilities in the State
Service.
Our Program Types – Services | Product Provision | Behaviour Influence
TIME SERVICE PROVISION PROGRAMS
EDUCATIVE PROGRAMS (mass media)
ADVISORY PROGRAMS (training, consultancy,
services, advice)
CASE MANAGEMENT PROGRAMS
(individualised)
REGULATORY PROGRAMS
(fines, compliance)
4 years
3 years
2 years
1 year
Within 12 months
TIME
Note: Dotted line if hugely funded.
Red- Level 1 Very new program Green - Level 2 K&S changed Yellow - Level 3 Long term Blue - Level 4 Hugely funded
Source: DGR Consulting, 2012
Our Accountability Lines
The accountability line (red line indicated in table above) is the level of results that is reasonable given resources and strategies.
[TBC] What is PSMO’s Accountability Line? Is it the Red Line? What can we realistically achieve given resources/strategies? Is PSMO able to
negotiate with stakeholders to lower the accountability line? In defining our planned results / successes – they must match accountability levels.
Indicators (impact/process) are “time” reflected.
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Pillar Workforce Reform Key Priority Area
Outcome Creating a dynamic, accountable workforce
Objective No. 1 To build a culture of high performance.
Type of Program: Advisory | Educative Accountability Line: Advisory – Level 1 | 2 | 3 | 4 [tbc]
Planned Result Impact Indicators
A culture of high performance exists.
Outcomes by individuals and Agencies at whole of Service level are reported.
Qualitative evaluation using Evaluation
Survey tool.
Strategy 1.1 Develop, implement, evaluate and report effective service wide performance
management.
Who By When
Activities
[New Projects]
Develop Performance Management Strategy. Project Team Completed [tbc]
Enhance Guidelines for ‘Managing Performance in the State Service’. Project Team 1 July 2012
Develop a marketing and communication strategy for performance management
that assists understanding of/good practice in effective performance management
at all levels.
Project Team 1 July 2012
Create a performance management webpage. Project Team 1 July 2012
Develop and conduct extensive Performance Management Training. Project Team From 30 July 2012
Develop assessment methodologies to assist Agencies in their reporting
requirements identified in the revised Act and Ministerial Direction 26.
Project Team Annual Reports
as at 30 June 2013
Integration Advanced Assessment Points and Salary Progression (AAP/SP)
Guidelines into Performance Management Guidelines.
Project Team 30 June 2013
Planned Result Process Indicators
Tools and Training Programs available to assist Agencies to achieve 100%
compliance with MD 26.
Establish systems and capability to manage performance management.
% and no. of Agencies report against MD 26
requirements in A/Reports
No. of participants in TTC Performance
Management Courses.
Data sources Evaluation tools – Quantitative and Qualitative
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Pillar Workforce Reform Key Priority Area
Outcome Creating a dynamic, accountable workforce
Objective No. 2 To support effective revised governance and structural arrangements throughout the Tasmanian State Service.
Program Type Advisory (training, consultancy, services, advice) Accountability Line: Advisory – Level 1 | 2 | 3 | 4
Planned Result Impact Indicators
Streamlined decision and policy making that supports effective state service
management. TBC
Strategy 2.1 Provide quality internal support to the Review of Governance and Structural
Arrangements.
Who By When
Activities
[New Projects]
Provide project structure and resources to the independent consultant. Project Team Oct 2011- April 2012
Completed
Provide stakeholder input into the State Service governance review. Project Team Oct 2011- April 2012
Completed
Assess & prepare responses to recommendations made by the independent
consultant.
Project Team Completed
Prepare preliminary Cabinet Minute. Project Team Completed
Provide advice on interim strategy and put interim governance arrangements put
in place.
Project Team 1 July 2012
Implementation processes commences – establish Project Team. Project Team Jan 2012
Develop and introduce Legislative Amendments. Project Team By Nov 2012
Planned Result Process Indicators
Identification of a revised structure for State Service governance.
Engagement of key stakeholders.
Effective communication and implementation of revised governance arrangements.
Meet timelines
Up to date/frequent communications.
Data Sources Reports
Stakeholder responses
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Strategy 2.2 Develop a change management strategy to implement approved governance and
structural arrangements as a result of Review.
Who By When
Activities
[New Projects]
Engage key stakeholders for the purpose of implementation of accepted
recommendations.
Project Team From May 2012
Prepare and implement Communication Plan. Project Team From May 2012
Prepare Legislative amendments with supporting documentation. Project Team Finalised by Nov
2012
Planned Result Process Indicators
Revised structure for State Service governance implemented. By 1 Jan 2012
Effective communication and implementation of revised governance arrangements. Ongoing publications and website updates.
Data sources Reports
Stakeholder responses
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Pillar Workforce Reform
Outcome Creating a dynamic, accountable workforce
Objective No. 3 To increase productivity and flexibility in the workforce.
Program Type Advisory (training, consultancy, services, advice) Accountability Line: Advisory – Level 1 | 2 | 3 | 4
Planned Result Impact Indicators
Integration of Central Vacancy Control process into recruitment processes.
Significant redeployment.
Achievement of employment requirements.
% and no. satisfied with the implementation of
the Central Vacancy Control process by
stakeholders.
Data sources Qualitative evaluation from Secretary (DPAC) and stakeholders using verbal feedback
Stats on process indicators provided by CVCG
State Budget - Financial information
Interim Fiscal Strategy targets
Strategy 3.1 Implement Central Vacancy Control including across Agency redeployment and
suitability assessments for Tasmanian State Service vacancies.
Who By When
Activities
[Business as Usual]
Integrate Central Vacancy Control Group (CVCG) and Suitability Assessments
across Agencies.
CVCG Ongoing
Develop and promote a Communication Strategy regarding employment related
matters (MD25 and TVRA) under the State Sector Reform.
CVCG June 2012
Conduct regular meetings with HR Managers to assess redeployment options for
surplus employees and centrally manage the filling of job vacancies.
CVCG Ongoing
Develop and promote ongoing collaboration with Agencies to encourage a more
flexible approach to HR management such as vacancy control and redeployment
initiatives.
CVCG Ongoing
Maintain reporting requirements from State Agencies on the size and
employment status of the Tasmanian State Service for Cabinet.
CVCG Monthly
Establish training and support for Managers and employees. CVCG Ongoing
Promote suitability assessments in relevant HR forums. CVCG Ongoing
Participate in suitability assessments across all Agencies. CVCG Ongoing
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Planned result Process Indicators
Increased number of surplus employee to job vacancy matches made through
Central Vacancy Control.
Increasing number of interagency transfers completed through suitability
assessments.
Number of matches
Number of Suitability Assessments.
Numbers attending training.
Data sources Stats on process indicators provided by CVCG
State Budget - Financial information
Interim Fiscal Strategy targets | Mid-Year Financial Report
Strategy 3.2 Implement Targeted Voluntary Redundancy policy and procedures. Who By When
Activities
[Business as Usual]
Provide ongoing advice and support to Agencies in the implementation of TVRAs. CVCG Ongoing
Process Business Cases to ensure value and no redeployment. CVCG Ongoing
Keep statistical information and reports. CVCG Ongoing
Planned Result Process Indicators
Value for money redundancies
Limit forced redundancies
% and no of TVRs assessed within 14
calendar days from date of receipt
No. of redundancies and savings outcome
benefits.
Data Sources Stats on process indicators provided by CVCG | State Budget - Financial information | Interim Fiscal Strategy targets
Mid-Year Financial Report
Strategy 3.3 Provide support processes for Section 47 referrals under the State Service Act
2000, in particular, the redeployment of employees identified as surplus to
requirements.
Who By When
Activities
[New Project]
In conjunction with the State Service Commissioner (SSC), case-manage surplus
employees approved by the SSC under Section 47 as eligible for redeployment.
CVCG Ongoing
Planned Results Process Indicators
High percentage of voluntary decisions or redeployment % and no. of recommendations from PSMO
under Section 47 rejected by the SSC.
% and no. of surplus employees successfully
managed
Data Sources State Budget - Financial information | Mid-Year Financial Report | Interim Fiscal Strategy targets
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Pillar Workforce Management and Relations
Outcome Attracting, retaining and building a skilled workforce
Objective No. 4 To promote the State Service as a model employer.
Type of Program Educative
Planned Result Impact Indicators
Higher attraction and retention rates particularly in skills in demand vacancies.
High levels of satisfaction with the School of Government Internship Program
from Agencies, interns and UTAS.
Greater commitment by Agencies in managing diversity leading to genuine
employment outcomes for target groups.
Time taken to fill positions.
Data sources Evaluation Strategy (onboarding/exiting survey), SSC Survey
Jobs Website statistics
Communication with UTAS
Program participation continues
Enquiries from Agencies
Feedback from Agencies, interns and UTAS
PSMO website statistics
Communication with key parties
DPAC Disability Action Plan
Program Feedback (various)
Strategy 4.1 Promote behaviours, culture and career opportunities available in the Tasmanian
State Service.
Who By When
Activities Business as Usual
Participate in UTAS Careers Week and associated events.
Workforce Management As required (Min
once per year)
New Project Work
Review and refresh the range of attraction strategies (eg promotional materials;
career information on Jobs Website) regarding the State Service as a career
choice.
Workforce Management By 30 June 2013
Prepare and promote a single portal to State Service careers and employment
opportunities (eg Careers Centre).
Workforce Management By 30 June 2013
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Planned Result Process Indicators
Greater participation (from UTAS) by graduates and interns. New web material developed and uploaded
Number of visits to the jobs website
Number of job kits downloaded or requested
Number of contacts/enquiries about
vacancies/participation in careers week and
other events
Data sources Evaluation Strategy (onboarding/exiting survey)
Jobs Website statistics
Communication with UTAS
Strategy 4.2 Maintain an ongoing partnership with the University of Tasmania (UTAS) for the
delivery of the School of Government Internship Program.
Who When
Activities Business as Usual
Coordination and promotion of the School of Government Internship Program.
Workforce Management 3 Semesters
Planned Result Process Indicators
Improved program participation
Higher level satisfaction / feedback from Agencies and UTAS regarding Internship
Program
Number of program participation maintained
(or exceeds 7 placements per semester)
Number of enquiries from Agencies increased
Qualitative evaluation
Data Sources Program participation continues
Enquiries from Agencies
Feedback from Agencies, interns and UTAS
Strategy 4.3 Develop and promote a Workforce Diversity Strategy. Who By When
Activities Business as Usual
Promote and deliver the Graduate Program for People With Disabilities
(GPPWD).
Workforce Management As per plan
Provide advice to Agencies about the program and incentive arrangements for
GPPWD.
Workforce Management As per plan
Promote the Fixed Term Disability Register and update internet information. Workforce Management Ongoing
Support Multicultural Tas to deliver the Work Placement Program for
Humanitarian Entrants.
Workforce Management As per program
Monitor and promote continued support for Work Placement Program. Workforce Management As per program
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New Project Work
Research, prepare and distribute options for a Youth Employment Strategy.
Workforce Management March 2013
Planned Result Process Indicators
A TSS workforce that reflects demographics of community. New internet/web brochure for the People
with Disability Program developed and
uploaded
Number of participants maintained or
improved in programs (various)
Data sources PSMO website statistics
Communication with key parties
DPAC Disability Action Plan
Program Feedback (various)
Note – Supported by:
Pillar 1 – Objective 1 – To build a culture of high performance.
Pillar 2 – Objective 6 – To strengthen commitment to active workforce planning and management.
Pillar 3 – Objective 11 – To improve leadership and management capability.
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Pillar Workforce Management and Relations
Outcome Attracting, retaining and building a skilled workforce
Objective No. 5 To manage and improve the employment management framework.
Type of Program Advisory / Educative
Planned Result Impact Indicators
Improved levels of compliance with key State Service legislation and policy
arrangements e.g. CD1, Awards, MD17, MD 18.
% and no. of Agencies comply with State
Service legislation and policy arrangements
60% of participants rate the Working in the
Public Sector program training as very good
or excellent (Evaluation Survey)
Data sources Feedback from stakeholders, Evaluation Survey tool
Strategy 5.1 Manage and report on the ongoing implementation of employment policy. Who By When
Activities Provide advisory services to stakeholders concerning implementation of
employment policy.
Workforce Management Ongoing
Approve and administer fixed term registers and agency specific recruitment
programs.
Workforce Management As requested
Prepare whole of government employment reporting including Budget Estimates
and State Service Commissioner’s Annual Report.
Workforce Management
CVCG
As at March
As at June
Undertake senior executive service administration (i.e. Ministerial Direction No.
17 and SES Instruments of Appointment) including compliance, review and
monitor.
Workforce Management Ongoing
New Project Work
Review and amend Ministerial Directions as appropriate.
Workforce Management As required
Examined fixed term and permanent employment arrangements to suit
occupational groups.
Workforce Management As required
Draft State Service Act amendments to support the improved employment
management framework.
Workforce Management To be determined
Planned Result Process Indicators
Highly efficient advisory service. Advice with 24 hours verbal and 7 days
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Meaningful reporting to inform decision making and evaluation. written
Meet timeframe for reporting.
Data sources Feedback from stakeholders
Strategy 5.2 Develop and provide consistent induction processes. Who By When
Activities Business as Usual
Deliver TTC’s ‘Working in the Public Sector Program’ to complement Agency
induction strategies.
TTC 31 Dec 2012
Finalise induction project (Welcome to the Tasmanian State Service). Project Team 31 Dec 2012
Establish pilot in Agency (electronic) – Welcome to Tasmanian State Service. Project Team 31 June 2013
Planned Result Process Indicators
Standard tool available for new TSS entrants.
New TSS entrants understand what it is to be a TSS employee.
Number of Agency and participants in the
Working in the Public Service Program
Evaluation Survey Outcome improvements.
Data sources Feedback from stakeholders
Evaluation Survey
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Pillar Workforce Management and Relations Key Priority Area
Outcome Attracting, retaining and building a skilled workforce
Objective No. 6 To strengthen commitment to active workforce planning and management.
Type of Program Advisory | Educative Accountability Line: Advisory – Level 1 | 2 | 3 | 4 [tbc]
Planned Result Impact Indicators
Increased level of engagement and practice of workforce planning processes.
Existence of succession management plans for critical occupational groups.
Number of Agencies with a published
workforce plan that contributes to business
goals
Data Sources WACA Phase 1 and 2
ANZSCO quality
SSC Survey
Evaluation Survey
Feedback from Agencies
Strategy 6.1 Engage Agencies in active workforce planning, development and management. Who By When
Activities
[Business as Usual]
Prepare and promote an annual State Service Workforce Profile. Workforce Management 30 Nov 2012
Work in partnership with Agencies and TMD to expand and improve workforce
analysis through the implementation of ANZSCO and WACA Phase 2.
Workforce Management Ongoing
Promote the benefits and integration of strategic and operational workforce
planning into normal Business Planning Processes to Heads of Agency, Senior
Executive Officers and HR practitioners.
Workforce Management Ongoing
Co-ordinate a Workforce Planning Network to provide a forum to build
knowledge & skills.
Workforce Management Ongoing
[New Project
Work]
Develop Workforce Planning tool and matching against occupational groups. Workforce Management November 2012
Undertake other workforce research as required to inform Agency and whole of
Service workforce data, workforce planning, management and development.
Workforce Management As required
Undertake talent identification research – occupational groups, skills and
leadership.
Workforce Management To be determined
Evaluate agency workforce planning activities and capabilities in order to better
understand agency achievements.
Workforce Management Ongoing annually
Planned Result Process Indicators
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Increased participation in Workforce Planning activities
Workforce Planning providing information for decisions on employment,
recruitment and specific policy.
Preparation of the Workforce Profile by
August each year
Number of Agencies regularly attending
Workforce Planning Network meetings and
monitoring of regular attendance
Number of Agencies with up-to-date
Workforce Plans
Data sources WACA Phase 1 and 2
ANZSCO quality
SSC Survey
Evaluation Survey
Feedback from Agencies
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Pillar Workforce Management and Relations Key Priority Area
Outcome Attracting, retaining and building a skilled workforce
Objective No. 7 To improve the health, wellbeing and safety of the workforce.
Program Type Educative | Advisory | Regulatory Programs [tbc]
Planned Result Impact Indicators
Health, wellbeing
To be completed
Health, Wellbeing & Safety
To be completed
Health, wellbeing
% increase in quality (MD/Guidelines) of
agency programs
% increase of employees participating in
agency programs
% identify staff reporting that their health and
wellbeing is valued by their agency
Health, Wellbeing & Safety
% decrease in Workers Comp claims across
the Service, or average cost of claims (guided
by Health, Safety and Wellbeing Strategy)
% increase in improved health, safety and
wellbeing data as part of the coordinated data
improvements within the State Service
% increase in implementation of Strategy
priorities, including at least one health and
wellbeing related priority area
Data source Ministerial Direction 23 reporting – Health and Wellbeing Audit of agency programs
Menzies Research Institute outputs, including pen-and-paper survey findings and published papers
Agency liaison and surveys
Survey (relies on Agencies using tier three questions)
Workers Compensation data
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Pillar Workforce Management and Relations Key Priority Area
Outcome Attracting, retaining and building a skilled workforce
Objective No. 7 To improve the health, wellbeing and safety of the workforce.
Program Type Educative | Advisory | Regulatory Programs [tbc]
Strategy 7.1 Develop, implement, evaluate and report on Health, Wellbeing and Safety
Strategy.
Who By When
Activities
[Business as Usual
– next 6 months]
Healthy@Work project wrap-up and review of Ministerial Direction by June 2012. Frank/Viv 30 June 2012
Provide a final report on Healthy@Work project. Brook 30 May 2012
Completed
New Project
Work
Research current situation and develop plan. Ted/Andrew 30 June 2012
Completed
Identify and implement governance structure; priority areas and projects. Ted/Andrew 30 June 2012
Completed
Identify and attract resourcing options. Ted/Andrew Ongoing
Support implementation of new health and safety legislation across government. Ted/Andrew Ongoing
(Critical 1 Jan 2013)
Maintenance of and focus on workplace health promotion within the broader
health, safety and wellbeing strategy.
Ted/Andrew Ongoing
Research Psychological Stress information. Lisa Jarman
PhD candidate
30 June 2012
Inclusion/integration of specific health and wellbeing priorities and actions in the
health, safety and wellbeing strategy.
Ted/Andrew Ongoing
Compliance with legislation. Ted/Andrew 1 January 2013 and
thereafter
Planned Result Process Indicators
Preparedness for legislation being implemented.
Action to address workers compensation and injuries in Tasmanian State Service
is targeted and effective.
No. of health, wellbeing & safety courses
offered by TTC e.g. mental health training
No. of Agencies with a health, wellbeing
program and safety program plan
PUBLIC SECTOR MANAGEMENT OFFICE (PSMO)
Outcomes Based Planning Framework
25 | P a g e
Data source MD 23 reporting – Audit | Menzies Research Institute outputs, including pen-and-paper survey findings and published papers
Evaluation Survey | Workers Comp data
Pillar Workforce Management and Relations
Outcome Attracting, retaining and building a skilled workforce
Objective No. 8 To provide a whole-of-government service for the resolution and management of employment relations issues.
Program Type Regulatory Program [tbc]
Planned Result Impact Indicators
Decreased no. of Awards/Agreements with unplanned/unmanaged variations to
terms and conditions of employment.
Increased no. of provisions in Awards/Agreements with historical anomalies
removed and modernised.
Number of variations and standardised
conditions introduced.
Strategy 8.1 Coordinate whole-of-government employee relations advocacy, advice and support. Who By When
Activities
[Business as Usual]
Provide advice to WOG on strategic options for all occupational groups according
to the existing employment management framework.
Workforce Relations Ongoing
Provide consistent wages and conditions of employment outcomes across the
service with justifiable variations for specific occupational groups.
Workforce Relations Ongoing
Negotiate and revise awards and agreements for consistency and continued
relevance to support the employment management framework.
Workforce Relations Ongoing
Negotiate agreements and variations to awards of wages and conditions of
employment for targeted occupations with unions.
Workforce Relations Ongoing
Training for HR/Payroll on importance of Award conditions adherence and
advisory role.
Workforce Relations Ongoing
Planned Result Process Indicators
Improved understanding of compliance with Award management
Reduced disputation on Award (conditions) matters
Number of Awards/Agreement varied to
o improve consistency of salaries and
conditions; and
o modernise terms and conditions of
employment
Data Source Awards / Agreements
PUBLIC SECTOR MANAGEMENT OFFICE (PSMO)
Outcomes Based Planning Framework
26 | P a g e
Pillar Workforce Management and Relations Key Priority Area
Outcome Attracting, retaining and building a skilled workforce
Objective No. 9 To lead the development and implementation of State Services Wages Policy.
Program Type Regulatory Program [tbc]
Planned Result Impact Indicators
Decreased no. of Awards/Agreements with unplanned/unmanaged variations to
terms and conditions of employment.
Increased no. of Awards/Agreement with consistent and aligned salaries and
conditions.
Increased no. of provisions in Awards/Agreements with historical anomalies
removed and modernised.
% decrease in number of Awards and
Agreements
Strategy 9.1 Coordinate whole-of-government wages policy implementation and Award reform. Who By When
Activities
[Business as Usual]
Represent employer on negotiations. Workforce Relations Ongoing
Formally register negotiated agreements or amend awards, as appropriate,
through the Tasmanian Industrial Commission.
Workforce Relations Ongoing
Provide advice to Agencies on wages. Workforce Relations Ongoing
Resolve industrial disputes regarding the application of awards and agreements. Workforce Relations Ongoing
Engage with public sector unions and promote options for modernisation and
reform.
Workforce Relations Ongoing
Planned Result Process Indicators
Adherence to Wages Policy
Completion (finalise) Wage Agreement negotiations.
Number of wages negotiations with
outcomes outside Wages Policy (100%
adherence).
Data Source: Awards / Agreements
PUBLIC SECTOR MANAGEMENT OFFICE (PSMO)
Outcomes Based Planning Framework
27 | P a g e
Strategy 9.2 Participate in the negotiation of Wages Agreement. Who By When
Activities
[Business as Usual]
Represent the government in all face-to-face enterprise bargaining that involves
cross-Agency negotiations, as well as single Agency negotiations as it considers
appropriate.
Workforce Relations Ongoing
Provide advice to All Agencies in relation to employment management and
industrial relations matters.
Workforce Relations Ongoing
Provide comment and advice on all union log of claims, negotiation strategies,
work practice reform initiatives presented to Agencies.
Workforce Relations Ongoing
Make recommendations to PSIRC and PSIR Sub Committee of Cabinet. Workforce Relations Ongoing
Planned Result Process Indicators
PSIRC (Record of Decisions)
PSIRC Minutes approved/distributed
Teachers completed by May 2012
Ministerial Drivers completed by July 20123
AHP completed by Dec 2012
Ambulance completed by Dec 2012
Nurses commenced July 2013
Fire-fighter’s commence July 2013
Police commence July 2013
Correctional Officers complete by 30 June 2012
SES & HoA completed by 30 June 2012
Number of Agreements finalised
Adherence to Wages Policy parameters
(100%)
Acceptance of PSMO/PSIRC
Recommendations
PUBLIC SECTOR MANAGEMENT OFFICE (PSMO)
Outcomes Based Planning Framework
28 | P a g e
Strategy 9.3 Co-ordinate and support the Public Sector Industrial Relations Committee (PSIRC)
and Cabinet Sub-Committee arrangements.
Who By When
Activities
[Business as Usual]
Provide advice with respect to current industrial relations strategies and initiatives,
and ensures that precedents and flow-on effects from negotiations across the
public sector are considered.
Workforce Relations Ongoing
Provide Secretariat support, including Quarterly Status Report to the Cabinet Sub
Committee and PSIRC.
Viv/Shannon Ongoing
Co-ordinate Public Sector Industrial Relations Committee (PSIRC) and PSIR
Cabinet Sub Committee processes and documentation.
Viv/Shannon Ongoing
Planned Result Process Indicators
PSIRC Minutes approved/distributed
Teachers completed by May 2012
Ministerial Drivers completed by July 20123
AHP completed by Dec 2012
Ambulance completed by Dec 2012
Nurses commenced July 2013
Fire-fighter’s commence July 2013
Police commence July 2013
Correctional Officers complete by 30 June 2012
SES & HoA completed by 30 June 2012
Number of Agreements and employment
relations matters finalised
Update Quarterly Status Report by end of
each quarter.
PUBLIC SECTOR MANAGEMENT OFFICE (PSMO)
Outcomes Based Planning Framework
29 | P a g e
Pillar Workforce Management and Relations
Outcome Attracting, retaining and building a skilled workforce
Objective No. 10 To improve evidenced based data collections, analysis and reporting.
Program Type: Educative / Advisory [tbc]
Planned Result Impact Indicators
Key stakeholders are better informed about workforce information to enhance
decision making processes.
Key stakeholders are better informed to evaluate and monitor key activities in
relation to Workforce activities and policy.
Better data collection for workforce planning and development activities.
Heads of Agency report new knowledge and
analysis informs better decision making
Strategy 10.1 Lead the development of integrated data collection. Who By When
Activities
[New Project]
The development of PSMO data plan, that incorporates key data sets including
the WACA, the evaluation survey (exit and onboarding), data from Agencies
(including agency surveys, feedback from Heads of Agencies).
Workforce Management As per plan
Refining the data plan (i.e. amalgamation of SSC and the evaluation survey,
determining key content areas of the survey).
Workforce Management TBC
Identifying common formats for data reporting (e.g. whole of government
reporting and budget reform strategies).
Workforce Management TBC
External data sources such as ABS data (skills shortages, labour market info) are
included in data collection.
Workforce Management TBC
A link to the workforce planning re WACA phase II activities. Workforce Management TBC
A link to whole-of-government reporting requirements (eg Budget Estimates,
SSC’s Annual Report).
Workforce Management TBC
Continue to develop relationships with Menzies (Healthy at Work) and other
organisations for data collection and analysis.
Workforce Management TBC
Planned Result Process Indicators
Improved and consistent data collection (other than manual). Reduce data collection effort.
Data source WACA Phase 1 and 2 | Health and Wellbeing Surveys | Evaluation Survey | DPAC Pulse Survey
PUBLIC SECTOR MANAGEMENT OFFICE (PSMO)
Outcomes Based Planning Framework
30 | P a g e
Pillar Workforce Development Key Priority Area
Outcome Building the capabilities of the workforce.
Objective No. 11 To improve leadership and management capability.
Program Type Educative | Advisory
Planned Result Impact Indicators
Improved leaders and future leadership capability quality across the Service. tbc
Data sources HR Evaluations | Surveys | Consortium Evaluations
Strategy 11.1 With Board of Secretaries develop and implement an approach to Leadership
(including Structure and Governance; Culture, Talent Identification and
Development) and examining Senior Executive Service (SES).
Who By When
Activities
[New Project]
Three nominated Heads of Agency (Board of Secretaries) to have carriage of
Management and Leadership Project in the TSS.
Board of Secretaries
PSMO | TTC
30 June 2012
Stage 1 - Develop Discussion Paper for nominated Heads of Agency to promote
discussion about the emerging risks/trends in the TSS.
Board of Secretaries
PSMO | TTC
30 June 2012
Stage 2 – Review management and leadership activity in the TSS through informal
interview/discussion with all Heads of Agency and write a Summary Report with
Recommendations to Secretary DPAC and the Premier.
Board of Secretaries
PSMO
30 October 2012
Stage 3 – Recommendations from Stage 2 accepted and endorsed.
Develop comprehensive Project Business Plan - identify outcomes, objectives and
strategies for further development and implementation.
Commence implementation.
Board of Secretaries
PSMO | TTC
November 2012
Stage 4 – Develop, implement, monitor and evaluate management and leadership
development across the State Service.
Board of Secretaries
PSMO | TTC
Ongoing until
June 2013
Develop Communication Strategy. Board of Secretaries
PSMO | TTC
August – June 2012
Implement and evaluate Project. Board of Secretaries
PSMO | TTC
August – June 2013
Planned Result Process Indicators
Managers seek to participate in programs relevant to their role and careers. No. of leadership events delivered and
participants in quality leadership programs.
PUBLIC SECTOR MANAGEMENT OFFICE (PSMO)
Outcomes Based Planning Framework
31 | P a g e
No. of Agencies participating in conversations
with Board of Secretaries.
Data source Within Evaluation Strategy | PSMO Website
Strategy 11.2 Lead and invest in the development of executive leaders and managers. Who By When
Activities
[Business as Usual]
Liaise with ANZSOG to deliver ANZSOG Senior Executive workshops. TTC
Workforce Management
Ongoing
Partner with ANZSOG to deliver workshops and applied learning events. TTC
Workforce Management
Ongoing
Coordinate the delivery of the Public Sector Management Program. TTC Ongoing
Conduct tender and deliver Manager Development Program. TTC Ongoing
Develop and deliver a Manager Development Program. TTC Ongoing
Coordinate and deliver Senior Executive / education programs including
ANZSOG partnership and scholarships.
TTC Ongoing
Deliver a range of workshops and seminars aimed at developing knowledge and
skills of managers/supervisors.
TTC
Workforce Management
Ongoing
Deliver leadership and management programs across the TSS. TTC Ongoing
Provide Secretariat support to IPAA Tasmania and undertake tasks as outlined in
IPAA Service Agreement.
TTC Ongoing
Planned Result Process Indicators
Managers seek to participate in programs relevant to their role and careers. No. of leadership events delivered
No. of participants in quality leadership
capability courses/events
No. of courses completed
No. and quality of applications for ANZSOG
scholarships
No. of participants and Agencies participating
in PSM Program
Data source Within Evaluation Strategy | PSMO Website
Strategy 11.3 Work with Heads of Agencies to provide education, training and development
programs for leaders and managers.
Who By When
Activities Establish Head of Agency Leadership Group. Project Team 19 June 2012
PUBLIC SECTOR MANAGEMENT OFFICE (PSMO)
Outcomes Based Planning Framework
32 | P a g e
[New Project Work]
Audit present situation, identify, recruit, brief and provide a package for Heads of
Agency for their sponsorship role.
Project Team 30 June 2012
Engage with Heads of Agency and Senior Officers to identify leadership and
management development requirements.
Project Team 30 June 2012
Develop Project Plan. Project Team 1 July 2012
Identification of those with prospective leadership ability in the State Service and
build a succession management planning strategy.
Project Team 1 July 2012
Provide leadership development opportunities to complement Agency leadership
initiatives.
Project Team Ongoing
Develop targeted Leadership program/s and implement. Project Team Ongoing
Organise Leadership in Action events (TTC) and implement. Project Team Ongoing
Consult with Heads of Agency and Senior Officers to develop a Talent
Identification Leadership Development program.
Project Team June 2013
Examine SES Structure and develop a whole of Service skills audit of SES capability
against demographic profile.
Project Team July 2013
Planned Result Process Indicators
Improved leadership and increased participation in programs. No. of leadership and management programs
No. of participants in quality leadership and
management programs
No. of courses completed
Numbers attending programs
Data source Communication with key stakeholders | Program feedback (various)
PUBLIC SECTOR MANAGEMENT OFFICE (PSMO)
Outcomes Based Planning Framework
33 | P a g e
Pillar Workforce Development
Outcome Building the capabilities of the workforce.
Objective No. 12 To facilitate contemporary learning and development opportunities.
Program Type Educative
Planned Result Impact Indicators
TBC 60% of participants rate the training as very
good or excellent
Achievement above industry standard
evaluation rating (3.8/5.0)
Strategy 12.1 Work across government and with other external stakeholders to develop individual
and organisational capacity.
Who By When
Activities
Business as Usual
Plan, organise, market and deliver TTC events. TTC Ongoing
Develop 2012 Events Calendar, toolkits and explore new program opportunities. TTC 1 Jan 2012
Support Agencies through in-house workshops and programs. TTC Ongoing – on request
Create inter-jurisdictional partnerships to access other L&D opportunities. TTC Ongoing – on request
TTC Event Management system and website implemented. TTC By 31 Dec 2012
New Projects Develop TTC Annual Report to facilitate increased member engagement. TTC By 31 Aug 2012
Improve TTC marketing and engagement activities through website re-
development, social media and communications.
TTC Ongoing
Explore e-learning opportunities for TTC. TTC Pilot by 30 Nov 2012
Create and explore TTC funding alternatives. TTC Ongoing
Planned Result Process Indicators
Streamlined processes for administering TSS (TTC) programs.
Relevant, quality and contemporary programs.
Number of events offered by the TTC
Number of participants in TTC events
No. of TTC Member/participants attending
networking opportunities
Number of new TTC Events
Data source Evaluation Strategy
PUBLIC SECTOR MANAGEMENT OFFICE (PSMO)
Outcomes Based Planning Framework
34 | P a g e
Pillar Workforce Development
Outcome Building the capabilities of the workforce.
Objective No. 13 To improve the knowledge, skills and practices of the HR & IR profession in Agencies.
Program Type Educative | Advisory | Regulatory
Planned Result Impact Indicators
Provide information on key Industrial Relations principles and practices.
Potential alterations to employment management tools
Develop/provide training through the TTC
Professionalising HR and enhancing capability
60% of participants rate the HR capability
program training as very good or excellent
Number of PSMO interventions reduced
Participation in HR Capability Program
maintained
Data source Evaluation Survey | TIC decisions
Strategy 13.1 Work across government to develop people management capabilities in the State
Service.
Who By When
Co-ordinate, market and deliver HR Capability Program. TTC December 2012
Establish and deliver Workforce Relations Development Program TTC December 2012
Educate/advise Agencies of obligations, responsibilities and compliance with the
employment management framework.
Workforce Management
Workforce Relations
Four per year
Improve PD through an inter-agency Strategic Workforce Relations Forum. Workforce Relations Monthly
Planned Result Process Indicators
Improve the education and training of staff involved in employment relations
issues, particularly dispute resolution. Number of Agencies participating in TTC’s
HR Development program
Number of participants in TTC’s HR
Development Program
Number of HR practitioners participating
Number of training courses developed
Number of issues discussed
Data source Evaluation Survey