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)

mailto:[email protected]

http://www.dpac.tas.gov.au/divisions/psmo



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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.




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.




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


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


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.


Implementation processes commences – establish Project Team. Project Team Jan 2012

Develop and introduce Legislative Amendments. Project Team By Nov 2012


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


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


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


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


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


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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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


Coordination and promotion of the School of Government Internship Program.

Workforce Management 3 Semesters


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


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.


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


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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Objective No. 5 To manage and improve the employment management framework.

Type of Program Advisory / Educative


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.


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.


Draft State Service Act amendments to support the improved employment

management framework.

Workforce Management To be determined


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


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


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


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]


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.


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.


Co-ordinate a Workforce Planning Network to provide a forum to build

knowledge & skills.


[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.


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




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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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Objective No. 7 To improve the health, wellbeing and safety of the workforce.

Program Type Educative | Advisory | Regulatory Programs [tbc]


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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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


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



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Data source MD 23 reporting – Audit | Menzies Research Institute outputs, including pen-and-paper survey findings and published papers

Evaluation Survey | Workers Comp data



Objective No. 8 To provide a whole-of-government service for the resolution and management of employment relations issues.

Program Type Regulatory Program [tbc]


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.


Negotiate and revise awards and agreements for consistency and continued

relevance to support the employment management framework.


Negotiate agreements and variations to awards of wages and conditions of

employment for targeted occupations with unions.


Training for HR/Payroll on importance of Award conditions adherence and

advisory role.



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



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Objective No. 9 To lead the development and implementation of State Services Wages Policy.

Program Type Regulatory Program [tbc]


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.


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.



Adherence to Wages Policy

Completion (finalise) Wage Agreement negotiations.

Number of wages negotiations with

outcomes outside Wages Policy (100%

adherence).

Data Source: Awards / Agreements



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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.


Provide advice to All Agencies in relation to employment management and

industrial relations matters.


Provide comment and advice on all union log of claims, negotiation strategies,

work practice reform initiatives presented to Agencies.


Make recommendations to PSIRC and PSIR Sub Committee of Cabinet. Workforce Relations Ongoing


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



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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.


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


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.



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Objective No. 10 To improve evidenced based data collections, analysis and reporting.

Program Type: Educative / Advisory [tbc]


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).


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).


External data sources such as ABS data (skills shortages, labour market info) are

included in data collection.


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).


Continue to develop relationships with Menzies (Healthy at Work) and other

organisations for data collection and analysis.



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



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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


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.


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.


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.


PSMO | TTC

November 2012

Stage 4 – Develop, implement, monitor and evaluate management and leadership

development across the State Service.


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


Managers seek to participate in programs relevant to their role and careers. No. of leadership events delivered and

participants in quality leadership programs.



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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


Ongoing

Partner with ANZSOG to deliver workshops and applied learning events. TTC


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


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


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



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[New Project Work]

Audit present situation, identify, recruit, brief and provide a package for Heads of

Agency for their sponsorship role.


Engage with Heads of Agency and Senior Officers to identify leadership and

management development requirements.


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.


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


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)



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Pillar Workforce Development


Objective No. 12 To facilitate contemporary learning and development opportunities.

Program Type Educative


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


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



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Pillar Workforce Development


Objective No. 13 To improve the knowledge, skills and practices of the HR & IR profession in Agencies.

Program Type Educative | Advisory | Regulatory


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 Relations

Four per year

Improve PD through an inter-agency Strategic Workforce Relations Forum. Workforce Relations Monthly


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

Public Sector Management Office...The Public Sector Management Office (PSMO) Outcomes Based...

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