HPF Tool. Template for the Performance and Accountability Statement Second round reviews. Amended December 2012
|
|
- Ophelia Robbins
- 5 years ago
- Views:
Transcription
1 HPF Tool Template for the Performance and Accountability Statement Second round reviews Amended December 2012 The High Performance Framework was developed by the Public Sector Performance Commission. This work is licensed under a Creative Commons Attribution NonCommercial ShareAlike 3.0 Australia License.
2 DEPARTMENT XYZ Agency Logo PERFORMANCE AND ACCOUNTABILITY STATEMENT HIGH PERFORMANCE FRAMEWORK STEP 4 Date / /
3 CONTENTS Executive Summary Introduction Performance and Accountability update 1. HPF Step 1 Priorities and Accountabilities 1.1 Overview of the Department 1.2 Challenges and Opportunities 1.3 Strategic Priorities, Alignment and Accountabilities 2. HPF Step 2 Enterprise Results 2.1 Agency Performance Results performance tracking against Headline KPIs 3. HPF Step 3 Enterprise Management 3.1 Agency Performance Assessment against the HPF Characteristics and Building Blocks 3.2 Key Strengths and Opportunities for Improvement 4. Performance Improvement Priorities Key actions and implementation plan to address key performance improvement and the alignment of targets Appendix A: The HPF and the assessment methodology Appendix B: Key documentation and evidence reviewed during the assessment
4 EXECUTIVE SUMMARY This section summarises the major findings and key actions as a result of the implementation of the High Performance Framework within the agency. The findings and key actions in the Performance and Accountability Statement are to be signed off by the Chief Executive. The Executive Summary is also to include responses to the following: How well is the agency performing now? To what extent is the work of the agency aligned to the key policy directions and strategic priorities of government and how is line of sight to these objectives achieved throughout the agency? How does the agency plan to meet its future challenges? How well is the agency performing against budget, government policy, the agency s corporate plan strategic priorities and statutory/legislative obligations? In providing this explanation identify the agency s headline KPIs for these areas, highlight how the agency is performing against them and illustrate the actions the agency is taking to improve its results based on these KPIs. How well is the agency run? Is it high performing, what are the agency s priorities for improvement, and how well will these improvements meet identified performance gaps? To what extent does the agency have the capability to achieve its performance targets and is committed to actions that improve performance and alignment? Elaborate on any performance gaps that would seriously impact on the agency s capability to meet its performance targets
5 INTRODUCTION This section describes the processes used by the agency in undertaking the High Performance Framework evidence based assessment. Included are the number and classification of the people directly involved in planning and undertaking the assessment, the techniques used for gathering and evaluating evidence and the processes used to validate the findings.
6 Performance and Accountability update For agencies conducting a second round review, they should seek to provide: o a summary of the previously identified improvement initiatives and o progress towards implementing these changes. In this section it is important that agencies provide an overview of the effectiveness of implemented improvement strategies. Please note that Chief Executives provide an overview of progress against improvement initiatives as a part of their annual performance review with their minister.
7 STEP 1: PRIORITIES AND ACCOUNTABILITIES 1.1 OVERVIEW OF THE DEPARTMENT This section provides a brief description of the agency s role, mandate, vision, history, resourcing, main programs and projects. NB. This section provides an overview and should be succinct.
8 STEP 1: PRIORITIES AND ACCOUNTABILITIES (continued) 1.2 CHALLENGES AND OPPORTUNITIES This section provides a brief environmental scan describing the main future trends that may affect the work and strategic direction of the agency. These trends may relate to changes in population, policy, economic development, emerging technologies, etc. NB. This section briefly articulates anticipated challenges and opportunities their implications and consequences for the agency. Information should be provided regarding how the agency intends to position and align itself over the short to medium term to address these challenges and maximise perceived opportunities.
9 STEP 1: PRIORITIES AND ACCOUNTABILITIES (continued) 1.3 STRATEGIC PRIORITIES, ALIGNMENT AND ACCOUNTABILITIES This section provides a brief summary of the agency s top strategic priorities and how these priorities align to state government priorities, policies, national agenda and legislative responsibilities. External alignment should be clearly identified in this section in addition to a description of how alignment of these priorities cascades internally throughout the agency. This section also summarises the main accountabilities of the agency and how the agency meets these accountabilities. A brief description should be provided of both internal and external accountabilities (e.g. other tiers of government, the community) and how the agency meets these obligations. NB. Refer to the HPF Guide: Conducting an Evidence based Agency Assessment for further explanation of the information to be provided Strategic priorities and their alignment: Summary of strategic priorities and how they are aligned with government policies and strategic directions (e.g. Government policy, SASP, COAG, State Reform Agenda): Suggested response to include: What is the fundamental task of your agency as defined in policy and legislation? What is your charter or mission? What are your five top issues or immediate and medium term challenges? What are your strategic priorities? How do your strategic priorities cascade throughout the organisation down to unit level? How are your strategic priorities aligned with government policy and strategic directions? How is line of sight for government priorities created and cascaded through all levels of the agency? How are your strategic priorities reflected in the agency s budget? How are your strategic priorities reflected in the agency corporate plan? Do you have the authority to deliver on your priorities? Strategic priority examples: Child Protection Crime Reduction Economic Development Workplace Safety Policy Development Environment protection Water Security
10 STEP 1: PRIORITIES AND ACCOUNTABILITIES (continued) 1.32 Accountabilities (both internal and external): Summary of Accountabilities: To whom is the agency accountable and for what? Suggested response to include: Description of your agency s accountability framework. What are your accountabilities to your minister(s) and Cabinet? For which of the Government s Seven Strategic Priorities are you accountable? What are your accountabilities under SA s Strategic Plan (SASP)? What are your other accountabilities concerning government policy directions? What are your legal and statutory obligations and accountabilities? What are your budget management accountabilities? Other relevant questions
11 STEP 2: ENTERPRISE RESULTS This section provides a summary analysis and commentary on the agency s overall performance results and areas for improvement. Specific reference should be made to key agency KPIs to demonstrate performance against specific targets. This is to include tracking against SASP or COAG related KPIs (where appropriate) and demonstrate performance effectiveness against government policy, budget, statutory/legislative obligations and corporate plan targets and other key indicators. NB. Refer to the HPF Guide: Conducting an Evidence based Agency Assessment for further explanation of information to be provided. 2.1 SUMMARY ANALYSIS AND COMMENTARY ON AGENCY S OVERALL PERFORMANCE RESULTS AND MAJOR IMPROVEMENT OPPORTUNITIES 2.2 BUDGET PERFORMANCE 2.3 STATUTORY/LEGISLATIVE OBLIGATIONS 2.4 STRATEGIC KPI S (i.e. PERFORMANCE TOWARDS ACHIEVING AGENCY S STRATEGIC PRIORITIES IN CORPORATE PLAN) 2.5 SEVEN GOVERNMENT PRIORITIES (LIST PERFORMANCE FOR EACH RELEVANT PRIORITY) 2.6 SASP TARGETS (i.e. PERFORMANCE TRACKING) 2.7 COAG KPIS (i.e. PERFORMANCE TRACKING) 2.8 PERFORMANCE AGAINST OTHER KEY TARGETS
12 STEP 3: ENTERPRISE MANAGEMENT SCOREBOARD OF RESULTS 3.1 AGENCY PERFORMANCE ASSESSMENT AGAINST THE HPF CHARACTERISTICS AND BUILDING BLOCKS This section shows the HPF scoreboard of the agency as a result of self assessment against the HPF Characteristics and Building Blocks. The evaluation should be validated through a range of evidence, including desktop research, interviews, employee perception surveys, customer surveys, focus groups, data analysis and key documentation. Of prime importance is the agency s ability to meet the what high performance looks like statements through an evaluation of agency approaches to meet these targets. The HPF can be flexibly implemented to focus on those characteristics of higher agency priority. Characteristic Building Block Building Block Building Block Building Block Building Block 1. Well led. 2. Built on clear values. 3. Strategic. BB 1.1 Leaders shape strategic thinking and drive policy debate. BB 2.1 Practices, behaviours and relationships are consistent with the explicitly stated values and ethics as defined by the Public Sector Act of BB 3.1 Strategic priorities and desired outcomes are evident in all aspects of the operation. BB 1.2 Leadership is evident throughout the organisation. BB 2.2 Organisational culture centres on performance excellence. BB 3.2 Strategic priorities are implemented in effective public policy. BB 3.3 The organisation looks outward and forward to address future challenges and opportunities. BB 3.4 Changes in the operating environment are responded to quickly. 4. Innovative and continually improving. BB 4.1 Innovation is encouraged and enabled throughout the organisation. 5. Use information and knowledge effectively. Information and knowledge is valued throughout the organisation as a primary means to achieve performance improvement. BB 6.1 Management systems reward and recognise high performance. 6. Engage their workforce and stakeholders. BB 6.2 Management systems address unsatisfactory performance. BB 6.3 The organisation is considered an employer of choice. BB 6.4 Employee capabilities are aligned with strategic priorities. BB 6.5 Stakeholders are included in planning and evaluation. 7. Customer and citizen focused. BB 7.1 Customer and citizen needs and views are understood and are integrated into organisational plans, including service design and delivery. BB 7.2 Customer service standards are rigorously observed.. Legend: 8. Accountable. BB 8.1 An appropriate balance exists between risk and opportunity. BB 8.2 A clear alignment of accountability regarding duties, priorities and direction is evident through all levels of the organisation.. Needs improvement 9. Manage to the triple bottom line. BB 9.1 Operations delivered within budget. This includes positioning the organisation to sustain its level of services and infrastructure. BB 9.2 High quality outcomes of environmental sustainability and social equity are achieved within budget frameworks. Some opportunities for improvement 10. Focus on results. BB 10.1 Performance information is used extensively for decision making. BB 10.2 Performance trends within the organisation are generally positive. BB 10.3 Public reporting is balanced, transparent and easy to understand. Well placed
13 Assigned scores Characteristic Building Block Approach Deployment Effectiveness Total 1. Well led BB 1.1 Leaders shape strategic thinking and drive policy debate BB 1.2 Leadership is evident throughout the organisation. 2. Built on clear values. BB 2.1 Practices, behaviours and relationships are consistent with the explicitly stated values and ethics as defined by the Public Sector Act of BB 2.2 Organisational culture centres on performance excellence. 3. Strategic. BB 3.1 Strategic priorities and desired outcomes are evident in all aspects of the operation BB 3.2 Strategic priorities are implemented in effective public policy. BB 3.3 The organisation looks outward and forward to address future challenges and opportunities. BB 3.4 Changes in the operating environment are responded to quickly. 4. Innovative and continually improving BB 4.1 Innovation is encouraged and enabled throughout the organisation 5. Use information and knowledge effectively. BB 5.1 Information and knowledge is valued throughout the organisation as a primary means to achieve performance improvement. 6. Engage their workforce and stakeholders. BB 6.1 Management systems reward and recognise high performance. BB 6.2 Management systems address unsatisfactory performance. BB 6.3 The organisation is considered an employer of choice. BB 6.4 Employee capabilities are aligned with strategic priorities. BB 6.5 Stakeholders are included in planning and evaluation. 7. Customer and citizen focused. BB 7.1 Customer and citizen needs and views are understood and are integrated into organisational plans, including service design and delivery BB 7.2 Customer service standards are rigorously observed. 8. Accountable. BB 8.1 An appropriate balance exists between risk and opportunity. BB 8.2 A clear alignment of accountability regarding duties, priorities and direction is evident through all levels of the organisation. 9. Manage to the triple bottom line. BB 9.1 Operations delivered within budget. This includes positioning the organisation to sustain its level of services and infrastructure. BB 9.2 High quality outcomes of environmental sustainability and social equity are achieved within budget frameworks. 10. Focus on results. BB 10.1 Performance information is used extensively for decision making. BB 10.2 Performance trends within the organisation are generally positive. BB 10.3 Public reporting is balanced, transparent and easy to understand.
14
15 STEP 3: ENTERPRISE MANAGEMENT (continued) 3.2 KEY STRENGTHS AND OPPORTUNITIES FOR IMPROVEMENT This section explains the main areas in which the agency is well placed against the HPF Characteristics and Building Blocks. It also describes those areas for priority improvement. The prime rationale for considering an area a strength or an opportunity for improvement should be included. NB. Include any opportunities for improvement from steps 1 and 2. Examples: People management capability Financial forecasting Value based organisation Project management Opportunities for Improvement: Leadership and management capability Improving use of strategic information for decision making
16 STEP 4: PERFORMANCE IMPROVEMENT PRIORITIES KEY ACTIONS Example high level overview of performance improvement priorities Objective 1 Review and selection of headline key performance indicators. Key action 1 This section provides a summary of the key actions for performance improvement and alignment (identified in Steps 1, 2 and 3), the responsibilities for implementation and a reference timeframe. Lead Action (The action or strategy to support the Key Action) Evaluation Who is responsible? e.g Director of Corporate Project Manager from Corporate Reporting along with Project Workgroup with representatives from each area assigned to review KPIs. KPIs in place for each strategic priority. Improved lead indicators and targets for KPIs developed. Improved presentation of data to enable trend analysis and progression towards targets. Redesign of corporate dashboard reporting to assist senior management Clear alignment of headline KPIs to Government 7 priorities, SASP, COAG, ABS Report on Government Services benchmarks Feedback from executive (users) Project completed on time Impact area / Building Block Step 2 of HPF 3.1: Strategic priorities and desired outcomes are evident in all aspects of the operation. Other Examples may include: Identification of required competencies Development of a leadership charter and development strategy Employee performance management system to be redesigned Clear expectation of manager performance Responsibility: Deputy CE and HR Manager Timeframe: Dec 2013
17 THE HPF AND THE ASSESSMENT METHODOLOGY APPENDIX A Step 1: Priorities and Accountabilities Step 2: Enterprise Results Step 3: Enterprise Management - Characteristics and Building Blocks Step 4: Performance and Accountability Statement Government Policy Directions Government Fiscal Parameters High Performance Framework STEP ONE Priorities/Accountabilities What business are you in? STEP TWO Enterprise Results How effective are you? STEP THREE Enterprise Management How well run are you? STEP FOUR Performance and Accountability Statement What opportunities exist to improve performance and strategic alignment?
18 APPENDIX B EXAMPLES OF KEY DOCUMENTATION AND EVIDENCE REVIEWED DURING THE ASSESSMENT Examples: - Annual Report - Portfolio Statement - Ministerial priority documents and briefings - SASP and COAG performance reporting - Strategic plan - CE newsletters and blogs - Business plan - Performance reporting and tracking (KPIs) - Future scenario plan - Budget documents - Executive performance agreements - Business improvement/excellence program - Stakeholder feedback - Customer feedback and service standards - Benchmarking documents - Planning framework - Agency s values and code of ethics - Workforce Plan - Risk management plan - Change management framework - Employee climate surveys - Results from employee focus group - Public consultation forums - Communication framework - Policy framework - Governance framework - Organisational development framework - Succession plans - Process maps - Agency policy/strategy documents - HR Framework and policies - Leadership and management framework and programs - Employee engagement/recognition programs - Performance management policy - Consultative forums - Information management plan
HPF Tool Employee perceptions survey guide
HPF Tool Employee perceptions survey guide The High Performance Framework was developed by the Public Sector Performance Commission. This work is licensed under a Creative Commons Attribution NonCommercial
INTEGRATED PLANNING AND REPORTING
Government of Western Australia Department of Local Government INTEGRATED PLANNING AND REPORTING Framework and Guidelines Integrated Planning and Reporting Framework and Guidelines p1. Contents Foreword
Recognition of Prior Learning (RPL) Advanced Diploma of Management
Recognition of Prior Learning (RPL) Advanced Diploma of Management What is RPL? RPL recognises that you may already have the skills and knowledge needed to meet national competency standards. Instead of
Logan City Council. Strategic Planning and Performance Management Framework
Logan City Council Strategic Planning and Performance Management Framework 1 Table of contents 1. Overview 3 a) Purpose 3 b) Key Features 3 2. Context 4 a) National Framework for Sustainability 4 b) Elements
Derbyshire County Council Performance and Improvement Framework. January 2012
Derbyshire County Council Performance and Improvement Framework January 2012 Contents 1. Introduction 3 2. About the framework 4 3. Planning 7 5. Monitoring Performance 8 6. Challenge and Review 11 7.
Appendix B: Sample Interview Assessment Booklet
Appendix B: Sample Interview Assessment Booklet This template, designed for the position of Assistant Deputy Minister, may be adapted to suit any occupational group or level and the specific assessment
Middlesbrough Manager Competency Framework. Behaviours Business Skills Middlesbrough Manager
Middlesbrough Manager Competency Framework + = Behaviours Business Skills Middlesbrough Manager Middlesbrough Manager Competency Framework Background Middlesbrough Council is going through significant
Learning & Development Framework for the Civil Service
Learning & Development Framework for the Civil Service 2011-2014 Table of Contents 1. Introduction & Background... 1 2. Key Objectives and Actions arising... 3 3. Framework Objectives... 4 3.1 Prioritise
CHARLES STURT UNIVERSITY WORKFORCE PLANNING FRAMEWORK 2007 2011
CHARLES STURT UNIVERSITY WORKFORCE PLANNING FRAMEWORK 2007 2011 1. DEFINITION... 1 2. CONTEXT... 1 3. STRATEGIC ALIGNMENT AND DRIVERS... 1 4. VALUES... 2 5. PRINCIPLES OF PRACTICE... 2 6. PERFORMANCE INDICATORS...
Managing Performance Guidelines for the Tasmanian State Service
Managing Performance Guidelines for the Tasmanian State Service Managing Performance Guidelines for the Tasmanian State Service These guidelines are for use by State Service agencies and authorities which
Frequently Asked Questions
Integrated Planning & Reporting Framework Frequently Asked Questions and their answers August 2009 Question Why are the planning and reporting requirements for local councils being changed? Page 3 What
AER reference: 52454; D14/54321 ACCC_09/14_865
Commonwealth of Australia 2014 This work is copyright. In addition to any use permitted under the Copyright Act 1968, all material contained within this work is provided under a Creative Commons Attribution
Public Sector Interest Group (PSIG)
BBRT Public Sector Interest Group (PSIG) What is the Beyond Budgeting idea? A set of performance management principles whose adoption leads to: More dynamic performance management processes that enable
E.33 SOI (2009-2014) Statement of Intent. Crown Law For the Year Ended 30 June 2010
E.33 SOI (2009-2014) Statement of Intent Crown Law For the Year Ended 30 June 2010 Contents Foreword: Attorney-General 3 Introduction from the Solicitor-General 4 Nature and Scope of Functions 6 Strategic
A guide to strategic human resource planning
A guide to strategic human resource planning By Workinfo.com, www.workinfo.com 1. Introduction A comprehensive Human Resource Strategy plays a vital role in the achievement of an organisation's overall
Guide to the National Safety and Quality Health Service Standards for health service organisation boards
Guide to the National Safety and Quality Health Service Standards for health service organisation boards April 2015 ISBN Print: 978-1-925224-10-8 Electronic: 978-1-925224-11-5 Suggested citation: Australian
Role Description Director, Customer Experience
Role Description Director, Customer Experience Classification/Grade/Band Band 1 Senior Executive Work Level Standards ANZSCO Code PCAT Code Date of Approval Work Contribution Stream: Service/Operational
Recognition of Prior Learning (RPL) Kit. BSB50607 Diploma of Human Resources Management
Recognition of Prior Learning (RPL) Kit BSB50607 Diploma of Human Resources Management Applicant: Date: Diploma of Human Resources Management RPL Kit 1 Applicant declaration: I have completed the following
CHANGE MANAGEMENT PLAN
Appendix 10 Blaby District Council Housing Stock Transfer CHANGE MANAGEMENT PLAN 1 Change Management Plan Introduction As part of the decision making process to pursue transfer, the Blaby District Council
Compliance Review Report Internal Audit and Risk Management Policy for the New South Wales Public Sector
Compliance Review Report Internal Audit and Risk Management Policy for the New South Wales Public Sector Background The Treasury issued TPP 09-05 Internal Audit and Risk Management Policy for the New South
Enterprise Risk Management Framework 2012 2016. Strengthening our commitment to risk management
Enterprise Risk Management Framework 2012 2016 Strengthening our commitment to risk management Contents Director-General s message... 3 Introduction... 4 Purpose... 4 What is risk management?... 4 Benefits
Education and Early Childhood Development Legislation Reform
Education and Early Childhood Development Legislation Reform Discussion Paper No 3 General Provisions for Education and Early Childhood Development Discussion Paper No 3 State of South Australia, 2008.
Human Resource Change Management Plan
Structural Reform in Western Australian Local Governments Human Resource Change Management Plan A resource for the progression of your workforce through the structural reform process Contents Human Resource
Leads pedagogical practice. Promotes professional learning
Leading teaching and learning 1 Creates a student centred learning environment 4 Builds capacity Developing self and others Leading teaching and learning 2 Leads pedagogical practice Developing self and
NSW SENIOR EXECUTIVE SERVICE
NSW SENIOR EXECUTIVE SERVICE NSW DEPARTMENT OF EDUCATION AND TRAINING Position Description POSITION DETAILS Position Title: Reports to: Location: Directorate: Chief Financial Officer Deputy Director-General,
Framework for Long Term Financial and Asset Management Planning for all Tasmanian Councils
TASMANIAN STATE GOVERNMENT and LOCAL GOVERNMENT ASSOCIATION OF TASMANIA Framework for Long Term Financial and Asset Management Planning for all Tasmanian Councils FINAL REPORT September 2009 Document Control
Strengthening the Performance Framework:
Strengthening the Performance Framework: Towards a High Performing Australian Public Service Diagnostic Implementation July 2014 2155 This paper was prepared by: Professor Deborah Blackman, University
Standard 1. Governance for Safety and Quality in Health Service Organisations. Safety and Quality Improvement Guide
Standard 1 Governance for Safety and Quality in Health Service Organisations Safety and Quality Improvement Guide 1 1 1October 1 2012 ISBN: Print: 978-1-921983-27-6 Electronic: 978-1-921983-28-3 Suggested
Corporate Plan 2015-19
Corporate Plan 2015-19 i ii Serving the Australian Parliament The DPS Corporate Plan 2015-2019 This corporate plan lays out the strategic direction for the Department of Parliamentary Services for the
Corporate Plan. 2015 16 to 2018 19
Corporate Plan 2015 16 2015 16 to 2018 19 Commonwealth of Australia 2015 ISBN 978-1-925205-28-2 (print) ISBN 978-1-925205-29-9 (online) This publication is available for your use under a Creative Commons
Some Text Here. Policy Overview. Regulation Impact Statement for Early Childhood Education and Care Quality Reforms. July 2009
Some Text Here Early Childhood Development Steering Committee Policy Overview Regulation Impact Statement for Early Childhood Education and Care Quality Reforms July 2009 1 Introduction The early years
Succession Planning Policy and Procedure
Succession Planning Policy and Procedure Reference No. P08:2012 Implementation date 07022013 Version Number V1.0 Reference No: Name. Linked documents P14:2002 Police Staff Recruitment and Selection Policy
BUILDING A HIGH PERFORMING SYSTEM. A business improvement plan for the Department for Education and Child Development
BUILDING A HIGH PERFORMING SYSTEM A business improvement plan for the Department for Education and Child Development BUILDING A HIGH PERFORMING SYSTEM 1 Contents Executive summary 3 Increasing local decision-making
Organisational and Leadership Development at UWS
Organisational and Leadership Development at UWS Context The University of Western Sydney s (UWS) leadership development framework is underpinned by the recognition that its managers and leaders have a
the Defence Leadership framework
the Defence Leadership framework Growing Leaders at all Levels Professionalism Loyalty Integrity Courage Innovation Teamwork Foreword One of the founding elements of Building Force 2030, as outlined in
C o r p o r at e p l a n. adding value to public sector performance and accountability
Departm 2007 10 C o r p o r at e p l a n adding value to public sector performance and accountability Commonwealth of Australia 2007 ISBN 0 642 80955 0 This work is copyright. Apart from any use permitted
POSITION DESCRIPTION and KPI's
Novacare Incorporated 564 Hunter Street, Newcastle NSW 2300 POSITION DESCRIPTION and KPI's NAME - TITLE - Executive Support Officer DEPARTMENT/AREA Head Office POSITION PURPOSE To provide comprehensive,
Our connection to the South Australian Strategic Plan and Economic Priorities
General information Title: Principal Biosecurity Officer, Weeds Classification: PO4 Division: Biosecurity SA Type of appointment: Branch: NRM Biosecurity Ongoing Business NRM Biosecurity Term contract
Key Performance Indicator (KPI) Guide
Key Performance Indicator (KPI) Guide Measuring performance against the NSW Disability Services Standards Version 1.0 Key Performance Indicator (KPI) Guide, Measuring performance against the NSW Disability
WORKFORCE AND DIVERSITY DEVELOPMENT PLAN
WORKFORCE AND DIVERSITY DEVELOPMENT PLAN 2012 2015 Contents Forward...3 Purpose...4 Our workforce priorities...4 Our values...4 GDC commitments...4 Equal Opportunity...5 Our operating environment...5 Agency
Appendix A: Sample Interview Note-taking Booklet
Appendix A: Sample Interview Note-taking Booklet This template, designed to assess the Key Leadership Competencies available on the Canada Public Service Agency Website, may be adapted to suit any occupational
SUBMISSION TO THE SENATE COMMUNITY
SUBMISSION TO THE SENATE COMMUNITY AFFAIRS LEGISLATION COMMITTEE INQUIRY INTO THE MEDICAL RESEARCH FUTURE FUND BILL (2015) AND THE MEDICAL RESEARCH FUTURE FUND (CONSEQUENTIAL AMENDMENTS) BILL 2015 FROM
Role Description Enterprise Architect and Solutions Delivery Manager
Role Description Enterprise Architect and Solutions Delivery Manager Cluster Agency Division Location Classification/Grade/Band Kind of Employment NSW Health Cancer Institute NSW Information Technology
General Staff Performance Review, Planning and Professional Development [HR.10/VHR.10]
General Staff Performance Review, Planning and Professional Development [HR.10/VHR.10] 2013 Employee Name Position Department or Faculty Supervisor Name Supervisor Position Review Period May 2012 April
Performance Management Framework
Purpose of the framework: To explain how we manage in Poole. It applies to all directly managed services of the Council. Introduction: Effective management at the council will: Ensure our goals are prioritised
SUMMARY OF MONITOR S WELL-LED FRAMEWORK FOR GOVERNANCE REVIEWS: GUIDANCE FOR NHS FT S PUBLICATION Report by Trust Secretary
SUMMARY OF MONITOR S WELL-LED FRAMEWORK FOR GOVERNANCE REVIEWS: GUIDANCE FOR NHS FT S PUBLICATION Report by Trust Secretary 1. Introduction Under the Risk Assessment Framework and in line with the NHS
City and County of Swansea. Human Resources & Workforce Strategy 2013-2017. Ambition is Critical 1
City and County of Swansea Human Resources & Workforce Strategy 2013-2017 Ambition is Critical 1 Delivering quality services for a safer, greener, smarter, fairer, healthier, richer Swansea Executive Summary
INTRODUCTION. The Merlin Principles. The Elements of each Principle
0 INTRODUCTION The development of the Merlin Standard has been progressed as a joint exercise between the Department for Work and Pensions (DWP) and its providers operating in the Welfare to Work (W2W)
PUBLIC HEALTH WALES NHS TRUST CHIEF EXECUTIVE JOB DESCRIPTION
PUBLIC HEALTH WALES NHS TRUST CHIEF EXECUTIVE JOB DESCRIPTION Post Title: Accountable to: Chief Executive and Accountable Officer for Public Health Wales NHS Trust Trust Chairman and Board for the management
Handbook for municipal finance officers Performance management Section J
1. Introduction The Department of Provincial and Local Government (DPLG) defined performance management as a strategic approach to management, which equips leaders, managers, employees and stakeholders
Before you begin. Topic 1: Research planning requirements 1. Topic 2: Develop human resource strategic plan 37
Contents Before you begin vii Topic 1: Research planning requirements 1 1A Analyse strategic plans to determine human resource strategic direction, objectives and targets 2 1B Undertake additional environmental
Performance Expectations:
Position Reports to Senior Business Analyst Corporate Finance Manager Company Synlait Milk Ltd Date: May 2015 Location 1028 Heslerton Road, Dunsandel, Canterbury Purpose To develop and provide leadership
PEOPLE AND ORGANISATION DEVELOPMENT STRATEGIC FRAMEWORK FOR LOCAL GOVERNMENT IN NORTHERN IRELAND
PEOPLE AND ORGANISATION DEVELOPMENT STRATEGIC FRAMEWORK FOR LOCAL GOVERNMENT IN NORTHERN IRELAND DRAFT JULY 2011 PEOPLE AND ORGANISATION DEVELOPMENT STRATEGIC FRAMEWORK FOR LOCAL GOVERNMENT IN NORTHERN
Diploma of Local Government (Elected Member)
Diploma of Local Government (Elected Member) Nationally recognised training for Elected Members walgatraining.com.au Contact WALGA Training on (08) 9213 2089 or email training@walga.asn.au for more information.
City of Johannesburg. ANNEXURE 2 Group Performance Management Framework
City of Johannesburg ANNEXURE 2 Group Performance Management Framework August 2009 Table of Contents 1 INTRODUCTION... 4 2 LEGISLATIVE FRAMEWORK... 6 3 GROUP PERFORMANCE MANAGEMENT FRAMEWORK OBJECTIVES...
Improving Accountability: Developing an Integrated Performance System
OCCASIONAL PAPER No. 11 Improving Accountability: Developing an Integrated Performance System This paper was prepared as part of the State Services Commission's "Improving Accountability" project, and
HR PLANNING STRATEGIC FRAMEWORK PRESENTATION BURGERS PARK - PTA 23 JANUARY 2008
HR PLANNING STRATEGIC FRAMEWORK PRESENTATION BURGERS PARK - PTA 23 JANUARY 2008 1 OVERVIEW OF THE PRESENTATION Purpose and objectives of the strategic framework HR Planning in the global context HR Planning
Clinical Trials Jurisdictional Working Group: Update
ACTA International Clinical Trials Symposium Clinical Trials Jurisdictional Working Group: Update James Cokayne Principal Policy Officer, Research Ethics and Governance Unit NSW Office for Health and Medical
COURSE INFORMATION BSB61015 Advanced Diploma of Leadership and Management
COURSE INFORMATION BSB61015 Advanced Diploma of Leadership and Management What is the Australian Qualifications Framework? The Australian Qualifications Framework (AQF) establishes the quality of Australian
Forms and Templates. Recognition of Prior Learning Initiative CHC50113
Recognition of Prior Learning Initiative Forms and Templates RPL Assessment Toolkit for CHC50113 Diploma of Early Childhood Education and Care CHC50113 DIPLOMA Effective July 2013 Commonwealth of Australia
Information Management
G i Information Management Information Management Planning March 2005 Produced by Information Management Branch Open Government Service Alberta 3 rd Floor, Commerce Place 10155 102 Street Edmonton, Alberta,
Disability ACT. Policy Management Framework
Disability ACT Policy Management Framework OCT 2012 Disability ACT Policy Management Framework Version October 2012 Page 1 of 19 1. Context... 3 1.1 Purpose... 3 1.2 Scope... 3 1.3 Background... 3 1.4
Organisational charts...2. NSW Ministry of Health...3. Health Administration Corporation...4. Local health districts...4
GOVERNANCE Organisational charts...2 NSW Ministry of Health...3 Health Administration Corporation...4 Local health districts...4 Statutory health corporations...4 Pillar organisations...4 Affiliated health
Principal Job Description
Anfield School Anfield International Kindergarten Anfield International Kindergarten & Nursery Principal Job Description RESPONSIBLE TO: The School Board INTRODUCTION: This job description is based on
The metrics that matter
WHITE PAPER The metrics that matter How actionable analytics can transform field service management performance. www. Introduction The top strategic action for two-thirds of service organisations is to
Audit of the Test of Design of Entity-Level Controls
Audit of the Test of Design of Entity-Level Controls Canadian Grain Commission Audit & Evaluation Services Final Report March 2012 Canadian Grain Commission 0 Entity Level Controls 2011 Table of Contents
workforce planning toolkit a guide for workforce planning in small to medium sized victorian public sector organisations
1 workforce planning toolkit a guide for workforce planning in small to medium sized victorian public sector organisations workforce planning toolkit a guide for workforce planning in small to medium
Annexure A 2015/16. Performance Plan. Director: Community Services - 1 -
Performance Plan Director: Community Services - 1 - The Performance Plan sets out: a) Key Performance Areas that the employee should focus on, performance objectives, key performance indicators and targets
The Australian Government Performance Measurement and Reporting Framework
The Auditor-General Report No.28 2012 13 ANAO Report The Australian Government Performance Measurement and Reporting Framework Australian National Audit Office Commonwealth of Australia 2013 ISSN 1036
Avondale College Limited Enterprise Risk Management Framework 2014 2017
Avondale College Limited Enterprise Risk Management Framework 2014 2017 President s message Risk management is part of our daily life, something we do regularly; often without realising we are doing it.
Corporate Governance Framework June 2015
Corporate Governance Framework June 2015 This publication has been compiled by Don Clunes of the Office of the Director-General, Department of Energy and Water Supply. State of Queensland, 2015. The Queensland
People Strategy 2013/17
D a t a L a b e l : P U B L I C West Lothian Council People Strategy 2013/17 Contents 1 Overview 2 2 Council Priorities 8 3 Strategy Outcomes 10 1 Engaging and motivating our employees 13 2 Recognised
VISION FOR LEARNING AND DEVELOPMENT
VISION FOR LEARNING AND DEVELOPMENT As a Council we will strive for excellence in our approach to developing our employees. We will: Value our employees and their impact on Cardiff Council s ability to
People & Organisational Development Strategy
2013-2018 People & Organisational Development Strategy Delivering excellent research Delivering an excellent student experience Enhancing global reach and reputation 1. Introduction Glasgow 2020: A global
Australian Professional Standard for Principals
AITSL is funded by the Australian Government Australian Professional Standard for Principals July 2011 Formerly the National Professional Standard for Principals 2011 Education Services Australia as the
BENCHMARKING BUSINESS RELATIONSHIP MANAGEMENT. Benchmarking Business Relationship Management The Four Faces of Building Value with Major Suppliers
Benchmarking Business Relationship Management The Four Faces of Building Value with Major Suppliers Benchmarking best practice... central to emerging next practice Leaders of the International Procurement
MARCH 2012. Strategic Risk Policy Update March 2012 v1.10.doc
MARCH 2012 Version 1.10 Strategic Risk Policy Update March 2012 v1.10.doc Document History Current Version Document Name Risk Management Policy Statement and Strategic Framework Last Updated By Alan Till
The integrated leadership system. ILS support tools. Leadership pathway: Individual profile APS6
The integrated leadership system ILS support tools Leadership pathway: Individual profile APS6 APS 6 profile Supports strategic direction Achieves results Supports productive working relationships Displays
How To Write A Workforce Strategy
Inspiring leaders to improve children s lives Building and implementing an effective local workforce strategy Module 4: project managing the workforce strategy development process August 2010 Resource
JOB AND PERSON SPECIFICATION Position Title: Education Manager Reports Directly to: General Manager Commercial. Non-EBA Senior Manager
JOB AND PERSON SPECIFICATION Position Title: Education Manager Reports Directly to: General Manager Commercial Responsible for: Member of: Grade: Team Leader Education Leadership Team Non-EBA Senior Manager
Glenorchy City Council Asset Management Strategy for Infrastructure Assets
Glenorchy City Council Asset Strategy for Infrastructure Assets 2014/15 to 2017/18 Version 1.3 June 2014 Glenorchy City Council Asset Strategy for Infrastructure Assets Document Control Document Control
People Management Skills Program & Financial Education Management Program Formal Recognition Pathway Information Booklet and Application Process
People Management Skills Program & Financial Education Management Program Formal Recognition Pathway Information Booklet and Application Process Page 1 of 15 Contents Introduction to the PMSP & FMEP Recognition
AUSTSWIM Strategic Plan January 2014 December 2017
AUSTSWIM Vision Safe enjoyment of aquatic environments Strategic Initiative One: Governance, Leadership & Management Strategic Initiative Two: Product & Service Development & Delivery Strategic Initiative
Employee Performance Management Policy and Procedure
Employee Performance Management Policy and Procedure Document Control Document Ref: HREPM001 Date Created: Sept 2007 Version: 1.4 Date Modified: April 2015 Revision due Author: Jane Milone Sign & Date:
Workplace Guide. Recognition of Prior Learning Initiative CHC50113. RPL Assessment Toolkit for CHC50113 Diploma of Early Childhood Education and Care
Recognition of Prior Learning Initiative Workplace Guide RPL Assessment Toolkit for CHC50113 Diploma of Early Childhood Education and Care CHC50113 DIPLOMA Effective July 2013 Commonwealth of Australia
January 2016. Communications Manager: Information for Candidates
January 2016 Communications Manager: Information for Candidates Thank you for expressing interest in the role of Communications Manager. We have compiled this information pack to tell you more about The
Employee Engagement Strategy
Sunshine Coast Hospital and Health Service Employee Engagement Strategy - 2016 Health and wellbeing through exceptional care. Great state. Great opportunity. Version control Version No. Modified by Comments
Role Profile. Ministry of Technology, Innovation and Citizens Services. Assistant Deputy Minister Integrated Workplace Solutions.
Ministry of Technology, Innovation and Citizens Services Assistant Deputy Minister Integrated Workplace Solutions Victoria Ministry Overview The Ministry of Technology, Innovation and Citizens Services
Health Business Services. Operational Plan 2015
Health Business Services Operational Plan 2015 2014 1. Health Business Services Priorities for 2015 System Wide Priorities Improve quality and patient safety with a focus on: - Service user experience
POSITION DESCRIPTION. Classification: Job and Person Specification Approval JOB SPECIFICATION
POSITION DESCRIPTION POSITION DETAILS Position Title: Central Adelaide Director of Psychology Classification: Administrative Unit: Allied Health Term: Type of Appointment: Ongoing Date Created: November
Department of Finance. Strategic Plan 2011-2014. A vibrant and self-reliant economy and prosperous people.
Department of Finance Strategic Plan 2011-2014 A vibrant and self-reliant economy and prosperous people. Department of Finance 2009-10 Annual Report 1 Department of Finance P.O. Box 8700, Confederation
Procurement Capability Standards
IPAA PROFESSIONAL CAPABILITIES PROJECT Procurement Capability Standards Definition Professional Role Procurement is the process of acquiring goods and/or services. It can include: identifying a procurement
Queensland State Archives. Strategic Recordkeeping Implementation Plan Workbook
Queensland State Archives Strategic Recordkeeping Implementation Plan Workbook 1 Document Details Version 1 Version 1.01 Version 2 21 March 2002: Released to State and Local Authorities 9 January 2003:
Long Term Financial Planning
Long Term Financial Planning Framework and Guidelines Long Term Financial Planning Framework and Guidelines for Western Australian Local Governments p1. Contents Foreword 4 1. Introduction 7 2. Purpose
Governance Document Management Framework
Governance Document Management Framework Relevant Definitions: In the context of this document: AB means Academic Board Contact Officer means the position responsible for the day to day implementation
West Midlands Police Job Description. Deputy Chief Constable
West Midlands Police Job Description Post title: Department: Corporate Communications Responsible to: Deputy Chief Constable Responsible for: All staff within the Corporate Communications Department Grade:
Standards for Training Packages
Standards for Training Packages The following publication was endorsed by the former Standing Council for Tertiary Education Skills and Employment (SCOTESE). On 13 December 2013, COAG agreed that its council
FY 2015 Senior Professional (SP) Performance Appraisal System Opening Guidance
Office of Executive Resources Office of the Chief Human Capital Officer U.S. Department of Energy FY 2015 Senior Professional (SP) Performance Appraisal System Opening Guidance Table of Contents Contents
The Integration of Strategic Planning and Portfolio Management
The Integration of Strategic Planning and Portfolio Management Bank of Canada Management Offices (PMO s) International Summit Brasilia, Brazil, April 9-10, 2014 Presented by: Sheila Vokey, Chief Financial
Administrative Procedure Manual
General Accountability: This position is accountable for providing overall leadership and strategic direction in the development, implementation and evaluation of programs and services within the Park