internally through formal training or on-the-job learning. Exercising authority without the appropriate knowledge or skills is likely to result in difficulties which could have been easily avoided with the application of the appropriate expertise. Ongoing skills gaps. Evidence from consultations and research identified skill gaps across a number of areas including change management, people management, risk management and strategic thinking. Progress check: how is the APS going? Data from the indicate ongoing skills gaps: State of the Service Report 2012-13 In an environment characterised by significant ongoing change, less than one-quarter of APS agencies believed their change management capability was at the necessary level and agencies have reported little or no improvement in their change management capability since 2011. There is an opportunity to lift efficiency and effectiveness by improving people management, with capability reviews and agency self-assessments indicating a requirement to improve performance management and work assignment / delegation skills. The noted that bulk of productivity improvements available for of the Service Report “the organisational effectiveness essentially relate to people and how skilled, motivated, well managed and led they are”. What management expertise gaps and opportunities have been identified? This refresh confirms the management capabilities identified in the 2012-13 strategy. It is worth noting that in an environment characterised by transformational change, an emphasis on productivity and an increased emphasis on working across boundaries, the framework developed in the 2012-13 strategy has been expanded to include new skills critical in this context: planning and managing change, risk management, programme evaluation, the need to develop expertise in organisational design and business-oriented expertise. Table 4 on the next page outlines the management expertise to be developed across the APS. Decision-making & Working with People & organisational Professional public judgement government development service skill Increased prominence in Briefing and responding Coaching and developing Policy development & 2014: Personal to APS decision-makers, others implementation responsibility and public Ministers & Parliament sector accountability Creating public value Working with the Minister Building and leading high Delivery management performing teams Financial management Developing Cabinet Increased prominence in Regulatory frameworks and budgeting Submissions 2014: Planning and and practices managing change
internally through formal training or on-the-job learning. Exercising authority without the appropriate knowledge or skills is likely to result in difficulties which could have been easily avoided with the application of the appropriate expertise. Ongoing skills gaps. Evidence from consultations and research identified skill gaps across a number of areas including change management, people management, risk management and strategic thinking. Progress check: how is the APS going? Data from the State of the Service Report 2012-13 indicate ongoing skills gaps: In an environment characterised by significant ongoing change, less than one-quarter of APS agencies believed their change management capability was at the necessary level and agencies have reported little or no improvement in their change management capability since 2011. There is an opportunity to lift efficiency and effectiveness by improving people management, with capability reviews and agency self-assessments indicating a requirement to improve performance management and work assignment / delegation skills. The of the Service Report noted that “the bulk of productivity improvements available for organisational effectiveness essentially relate to people and how skilled, motivated, well managed and led they are”. What management expertise gaps and opportunities have been identified? This refresh confirms the management capabilities identified in the 2012-13 strategy. It is worth noting that in an environment characterised by transformational change, an emphasis on productivity and an increased emphasis on working across boundaries, the framework developed in the 2012-13 strategy has been expanded to include new skills critical in this context: planning and managing change, risk management, programme evaluation, the need to develop expertise in organisational design and business-oriented expertise. Table 4 on the next page outlines the management expertise to be developed across the APS. Decision-making & judgement Working with government People & organisational development Professional public service skill Increased prominence in 2014: Personal responsibility and public sector accountability Briefing and responding to APS decision-makers, Ministers & Parliament Coaching and developing others Policy development & implementation Creating public value Working with the Minister Building and leading high performing teams Delivery management Financial management and budgeting Developing Cabinet Submissions Increased prominence in 2014: Planning and managing change Regulatory frameworks and practices