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Learning Journal and Development Action Plan

APS 6 Leadership and Management Development Programme

APS6 Leadership and Management Development Programme Learning Journal and Development Action Plan 2

Table of Contents

INTRODUCTION........................................................................................................................................................ 5

Your Learning Journey...................................................................................................................................................5

The Learning Journal.....................................................................................................................................................5

Reflective Journaling.....................................................................................................................................................5

Development Action Plan..............................................................................................................................................5

Programme Overview.............................................................................................................................................. 6

Book Layout..................................................................................................................................................................6

Programme Activity Guidelines................................................................................................................................ 6

Manager Meetings........................................................................................................................................................6

Learning Partner Meetings............................................................................................................................................8

Reflective Journaling.....................................................................................................................................................9

Key Benefits...................................................................................................................................................................9

Guidelines.....................................................................................................................................................................9

Some guiding questions................................................................................................................................................9

Before Workshop Day 1 Checklist........................................................................................................................... 10

Your Learning Journal..................................................................................................................................................10

Pre-Programme Reflection..........................................................................................................................................11

Reflective Journaling...................................................................................................................................................14

Pre-programme Manager Meeting.............................................................................................................................15

Agenda........................................................................................................................................................................16

APS Work Level Standards...........................................................................................................................................16

Approach.....................................................................................................................................................................16

Exploring the APS Work Level Standards.....................................................................................................................17

AFTER WORKSHOP DAY 1....................................................................................................................................... 25

Learnings from Workshop Day 1.................................................................................................................................25

Development Action Plan............................................................................................................................................26


BEFORE WORKSHOP DAY 2 CHECKLIST.................................................................................................................... 28

AFTER WORKSHOP DAY 2....................................................................................................................................... 29




BEFORE WORKSHOP DAY 3 CHECKLIST........................................................................................................................32

AFTER WORKSHOP DAY 3............................................................................................................................................33




FOLLOWING DAY 3 CHECKLIST................................................................................................................................ 36

Manager Meeting after Workshop..............................................................................................................................37

Learning Partner Meeting after Workshop:................................................................................................................39


Development Action Plan....................................................................................................................................... 43

Development Action Plan Guidelines...........................................................................................................................44

APPENDIX: AUSTRALIAN PUBLIC SERVICE WORK LEVEL STANDARDS.......................................................................48

INTRODUCTION

Welcome to the Department of the Environment and Energy APS 6 Leadership and Management Development Programme.

The programme is designed to provide you with a deeper understanding of the complexities of leadership and to build the confidence, knowledge and skills required to fulfil the capabilities expected at the APS 6 Level to lead teams in the Department of the Environment and Energy.

Your Learning JourneyThe programme is introduced at the briefing session and begins with a meeting with your manager before the three day workshop. Learning is extended through practice, application, reflection and review in and beyond the classroom providing a learning experience based on the 70 – 20 – 10 framework as described in the Programme Overview.

The Learning Journal Your Learning Journal provides a place to record notes and reflections throughout the program - after each workshop day and Manager and Learning Partner meetings. It includes a checklist of the recommended Programme activities for each workshop day, guidelines for the meetings and starter or prompt questions for reflective journaling.

Reflective JournalingThroughout the Learning Journal space is provided for those of you who would like to start a reflective practice or for those of you whose preference is to write to reflect.

Reflecting on your learning experience in the Reflective Journaling sections is a powerful way to increase your self knowledge and deepen and embed your learning.

Development Action PlanThe Development Action Plan is provided to assist you to commit to development goals. Having reflected on the leader you aspire to be and informed by the learnings from the programme, your manager, colleagues and others, your Development Action Plan records your action plan for development – the what, why, how and when you are going to practise and apply learnings from the programme, who will keep you accountable and how you will measure success.

APS 6 Leadership and Management Development Programme: Learning Journal and Development Action Plan 6

Programme OverviewThe overview is available from the resources page located at: http://www.curiosityskilledthecat.com/index.php/doeaps6resources/

(This is the same link that has already been emailed to you)

Book LayoutYou will receive a hard copy of the Programme book at the Briefing or on Day 1 of the programme if

you are unable to attend the Briefing,

This book consists of four parts:

The Programme Manual The Learning Journal The Development Action Plan The Appendix: APS Work Level Standards Excerpt

The Learning Journal contains ideas, prompts and space for reflection after and between workshop delivery days; some guidelines and reflective questions for Learning Partner meetings, Manager meetings, and catch-ups throughout the programme; as well as checklists for the required and recommended activities before, during and after the programme.

The Development Action Plan provides guidelines for and recording of Goals.

The Appendix is an excerpt from the Australian Public Service Work Level Standards for APS Levels 5 and 6 and Executive Level 1 and 2 classifications.

The Programme Manual contains a review of the live workshop content with some worksheets and material you will need for the various in-class exercises.

Everything you need for this programme is available in hard copy in the Programme book and

electronically on the online resource page (see link above) including typeable and pdf versions of The

Learning Journal and Development Action Plan.

We have created this version of the Learning Journal and Development Action Plan for those participants who would prefer to work electronically.

Programme Activity Guidelines


Manager MeetingsYour manager plays a key role in supporting your learning in this programme.

The programme begins with a pre-programme Manager meeting and subsequent meetings are scheduled after the final day of the programme.

The pre-programme meeting is focused on exploring the understanding each of you has of the APS 6 Work Level Standards. An agenda and prompt questions for this important meeting can be found in the Manager Meeting Guidelines section of this Journal.

In subsequent meetings, the aim is to share and discuss

your Learning Journal (observations and insights)

opportunities to develop your learnings at work

opportunities to apply your learnings at work

successes and challenges applying or developing your learnings

Development Action Plan or plans to deepen your learning.

The format of these meetings is up to you and your manager, however it is important to cover the objectives outlined above.


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Learning Partner Meetings

Learning Partners play a significant role supporting each other to process and embed learning. They are:

A safe and confidential sounding-board

An equal and reciprocal relationship

Committed to helping each other with their Development Action Plan

Committed to helping each other maintain momentum towards their learning goals

Someone to share valuable learnings with and provide advice from their own experience

Responsible for supporting each other to maintain a growth mindset during the learning journey

and to assist with exploring any insights from the workshop sessions

Licenced to challenge their partners, in the spirit of helping them develop and succeed.

You and your Learning Partner will spend time during the workshop days reflecting on the learnings and sharing your experiences and learning journey. Following the Programme you and your Learning Partner will meet to share:

your learning journal and Development Action Plan

the application of your learnings back at work

successes and challenges applying or developing your learnings

ah-ha moments and plans to deepen and apply your learning.

The format of these meetings is up to you and your Learning Partner, provided you cover the above objectives. In your first meeting, we suggest you spend a small amount of time discussing your expectations of each other.

Reflective JournalingAPS 6 Leadership and Management Development Programme: Learning Journal and Development Action Plan 9

We suggest you use this document to journal your progress through your leadership development journey. Reflection is the intentional attempt to synthesize, abstract, and articulate the key lessons taught by experience, typically captured in a reflective journal. Journaling is a personal and private process and one way to access deeper levels of Self reflection and knowledge. Philosopher and psychologist John Dewey wrote: "We do not learn from experience ... we learn from reflecting on experience.”

Key Benefits Capturing and processing your thoughts, feelings and actions leads you to a deeper

understanding of yourself and your work Dedicating time to systematically reflect on your life and work regularly (like with a daily check-in)

really does affect your learning and performance Reflecting on what has been learned makes experience more productive Helps to link understanding and workshop practice Enables development of practice and goals Builds confidence in the ability to achieve a goal (i.e., self-efficacy), which in turn translates into higher rates of learning

Guidelines Timely - Capture experiences/events as soon as possible Go with the flow – entries are uncensored accounts of learning experiences. Style and grammar

are not the main concerns – just start writing and see what happens Explore – as well as describing, explore and explain what happened Be honest –admit mistakes and acknowledge successes Be selective –write about key events or ideas only Look to the future – reflect on what happened and how it will impact on future ideas or activities

Some guiding questions What did I observe during that event or experience? What were my thoughts during that experience? And why did I think that way? What were my feelings during that experience? And why did I feel that way? What were my wants during that experience? And why did I want that? What was my role in the event? And why did I adopt that particular role? What might this experience mean in the context of my work? What other perspectives, could be applied to interpret the situation? How can I learn from this experience? What did I do well? What could I have done differently/better? How could this experience contribute to me being the leader I aspire to be?

Ref: Harvard Business School Article: ‘Learning By Thinking: How Reflection Improves Performance’ by Giada Di Stefano, Francesca Gino, Gary Pisano, and Bradley Staats (April 2014)


Before Workshop Day 1 Checklist

Item

ATTEND

Pre Programme Briefing

See your programme confirmation email for details.

Pre-programme Manager Meeting

Schedule a 60 - 90 minute meeting with your manager at least a few days prior to day 1 of the Programme. This could be an informal meeting in a casual environment to ensure a more relaxed and reflective conversation.

The agenda for that meeting follows in the Pre-programme Manager Meeting Guidelines in this Journal.

COMPLETE

Complete the Learning Journal Questions on the next page.

Additionally, please watch and/or listen to the appropriate items in the Before workshop day 1 section on the online resources web page here:

http://www.curiosityskilledthecat.com/index.php/doeaps6resources/

You will need to allow about 90 minutes in total for the videos and audio.

REFLECT

Take time to reflect on and record why you are attending the

Programme and what you hope to achieve.



Your Learning JournalPre-Programme ReflectionIn preparation for the programme, please reflect on the following questions.

What is your purpose in attending the Programme?

How are you going to make the most of the experience?

What do you hope to achieve from the Programme?


What if any concerns do you have about attending the Programme? Explore your thoughts and feelings

Think of a leader whose attributes you admire and would like to emulate:

What is / was his / her purpose?

What does / did he / she do well?


What behaviours do / did you value most in that person?

How would you like to be remembered as a manager or leader?


Reflective Journaling

Reflections on your Learnings so far (see Reflective Journaling Guidelines on page 10).

Notes


Pre-programme Manager Meeting


Important: The Programme starts with this conversation.

On Workshop Day 1 you will be using information gathered from this meeting. You have the option to share as little or as much of this information with your fellow participants as you feel comfortable. You will also need it for private reflection.

Agenda Explore the APS 6 Work Level Standards and how they apply to your current role Enlist the support of your manager to practice and apply your learning during the Programme Schedule at least one follow up meeting to be held 2 – 3 weeks after the last workshop day.

APS Work Level Standards

In this meeting, you are invited to explore and compare your understanding of the “job descriptions” in the APS Work Level Standards for APS 6 with that of your manager’s understanding of the same Work level standards.

See http://www.apsc.gov.au/publications-and-media/current-publications/worklevel-standards.

The purpose of this structured conversation is:

to find out what your manager thinks these words mean in practicality, and for your manager to hear what you think they mean

It is very likely that you and your manager have different interpretations of the words written in the work level standards. The human reality is that each individual makes meaning of the world in different ways. If the meaning-making of two people differs (e.g. yourself and your manager), the potential for miscommunication, misunderstanding and conflict is present.

In this Programme we will be exploring the many ways that you can work with this reality to maximise the upside of your different meaning making (e.g. development, creativity and learning) and minimise the downside (e.g. conflict and disengagement).

If you have already had this conversation it will be useful to review and perhaps ask deeper questions.

ApproachAdopt a curious stance... neither you, nor your manager, have the “right” interpretation and at this stage there is no need to land in a place of common agreement (although that might happen).

This conversation might present a challenge for some people. The questions suggested below are a way to “deconstruct” the conversation to keep it confined to the Programme purpose outlined above.


http://www.apsc.gov.au/publications-and-media/current-publications/worklevel-standards

Please record your thoughts as you go.

This information can be used for reflection and sharing at the workshop.

Exploring the APS Work Level Standards

For each of the following Work Level Standards there are suggested questions to ask of each other. You do NOT need to ask ALL these questions; these are suggestions only.

The questions are designed to highlight and investigate some of the words or phrases used in the standards. Assumed mutual understanding might actually yield differing views. The intention is that you both answer the same questions. This is a shared exploration of each of your perspectives.

N.B. There might be no clear answers for some of these questions. In a complex environment, often the best we can do is to share our understanding so that at least we are clearer about where each person is “coming from” and to be alert to the need for on-going conversations on a case-by-case basis.

The questions are quite prescriptive – choose two or three as a starting point to explore each Work Level Standard.

Setting priorities for the work area, maintaining team cohesion, and ensuring quality of outputs for the work area.

“Work area”

What is your definition of this term? Are we discussing the people, the work output, or both?


“Team cohesion”

What does team cohesion mean to you? How do you know when the team is cohesive? What do you notice when the team is not cohesive? What processes do we have in place to maintain cohesion? What specifically do you regard as my responsibilities in order that I maintain team cohesion? Under what circumstances would you / do you become involved if you perceive a lack of

cohesion?

“Quality of outputs”

How do we measure “quality”? What does the word mean to you? Is it possible to be clear for all standards or do we need to deal with shades of grey?


Contributing to the development of team objectives for short term tasks and strategic planning for longer-term initiatives.

“Development of team objectives”

What is our process to articulate the team objectives for both short and long term tasks? What does the team development process generally look like?

“Contributing”

What does contributing mean to you? What specifically would demonstrate that I was contributing? How do you measure the level of my contribution?


Contributing to managing change and uncertainty in the workplace.

Thinking about a recent example of change and/or uncertainty and projecting into an assumed future situation

What are your expectations of me in regard to managing change and uncertainty in the workplace?

What specific things would you like me to do to contribute to managing change and uncertainty in the workplace?

How do we measure success in our shared management of change and uncertainty?

Proposing and facilitating innovation initiatives and contribute to business improvement strategies and to change in workplace practices.

“Proposing”

What do you see as my level of autonomy with regards to proposing changes? When is it appropriate for me to offer change proposals to you only and when is it appropriate for

me to offer change proposals to the team? What is your preferred method of proposal e.g. discussion, a written proposal?


Have significant responsibility for the supervision and development of lower classification levels; build team capacity through coaching, performance feedback; and encouraging career development.

“Development”

What does this word mean to you in this context? How would we measure the level of development?

“Capacity”

What does team capacity mean to you (e.g. is it the same as capability, or does it imply resourcing also)?

What skills or capabilities do you think are well developed in the team? What skills or capabilities do you think we need to develop?


“Coaching”

When you think of coaching in this context, what comes to mind? What specifically do you imagine I would be doing in this regard? Based upon your experience, how much time do you expect I will spend in coaching activities? Again, from your experience, what resources are available to me that would allow me to enhance

my coaching capability?

“Performance feedback”

What do you have in mind when you think about performance feedback in this context? Which team members am I authorised to engage in performance feedback? How would you like to receive feedback from me? If I have a performance issue with someone reporting to me what process would work best in

order to most effectively get your support and input?


Supervise a team performing related roles

(If you are not supervising staff, it might still be of value to pretend you are and to ask questions like the following)

“Supervise”

What does supervision mean to you? From your perspective, what are the indicators you use to determine whether or not I am

“supervising”?

You could also ask your manager

What would you like me to achieve in the Programme?


If I achieved that, how would that help you? How would that help my team? How would that help me?

Flag that you will be practising your new skills and processes after the Programme and would like to meet to share your learning, find opportunities to apply your learning, challenges and progress and to gain feedback.

Remember to schedule at least one more manager meeting after the workshop.


AFTER WORKSHOP DAY 1Learnings from Workshop Day 1

Please take some time to reflect and record your thoughts on the following questions and those suggested in the Guidelines to Reflective Journaling on page 10.This information will assist you develop your Action Plan.

What are my key learnings from Day 1?

Why they are important to me / my manager/ my team?

How could I apply them?


What specifically do I want to focus on to consolidate my learning?

What obstacles could prevent me from applying my learning?

What is my plan to overcome these obstacles?

Development Action Plan

Use the information above to develop your Action Plan and record what you will apply and practise after the workshop.

Guidelines and prompt questions for completing your Action Plan are on page 45.


Reflective JournalingReflections on your Learnings so far (see Reflective Journaling Guidelines on page 10).


BEFORE WORKSHOP DAY 2 CHECKLIST

Item

COMPLETE

Continue work on your Development Action Plan

You will need about 65 minutes in total to watch and/or listen to the

items in the Before workshop day 2 section of the online resources:


PREPARE Activity for Day 2 Reverse Classroom

Details of the reverse classroom will be given during Day 1

REFLECTLearning Journal Notes

Reflective journaling




Please take some time to reflect and record your thoughts around the following questions. This information will assist you to further refine your Action Plan.


Why they are important to me / my manager / my team?







Use the information above to continue to develop your Action Plan and record what you will apply and practise after the workshop.


Reflective JournalingReflections on my Learning experiences so far (see Reflective Journaling Guidelines on page 10).


BEFORE WORKSHOP DAY 3 CHECKLIST

Item

COMPLETE

Learnings from Day 2 in Learning Journal

Work on your Development Action Plan

You will need about 100 minutes in total to watch and/or listen to the

items in the Before workshop day 3 section of the online resources:


PREPARE

A real conversation you need to have and have been putting off

Some challenging conversation scenarios to work with as a group Details of these tasks will be given during Day 2

REFLECT Complete reflection questions




Please take some time to reflect and record your thoughts around the following questions. This information will assist you to review and refine your Action Plan.


Why they are important to me / my manager/ my team?







Use the information above and continue to revise, refine, review your Action Plan in your Development Action Plan.


Reflective JournalingReflections on my Learning experiences so far (see Reflective Journaling Guidelines on page 10).


FOLLOWING DAY 3 CHECKLIST

Item

ATTEND

Meeting with Manager

Schedule a 30-40 minute meeting with your manager following Day 3

Enlist support to continue to practice and apply learning from the Programme

Share Learnings

Meeting with Learning Partner

PRACTISE & APPLY Tools / processes learnt in Programme

COMPLETE

Entries in Learning Journal

Continue to work on and apply the actions you have committed to in your Development Action Plan

Reading and resource list at your leisure

REFLECT Learning Journal

Continue to reflect on your learning experiences


Manager Meeting after Workshop

Share

Key learnings, insights & new perspectives from the Programme


Applications of learning and practise

Challenges or obstacles to further application of learnings at work and enlist support to minimise these.

Schedule

Further programme follow-up meetings.

Notes



Learning Partner Meeting after Workshop:

Share

Key learnings from Programme

Progress on learning applications

What I have noticed

Insights/New perspectives

Challenges

Further meetings?

Notes

Reflective JournalingAPS 6 Leadership and Management Development Programme: Learning Journal and Development Action Plan 40

Reflections on my Learning experiences

Reflections on my Learning experiences




Development Action PlanRecord your action plan for development – the what, why, how and when you are going to practise and apply learnings from the

programme, who will keep you accountable and how you will measure success.


Development Action Plan GuidelinesYour Development Action Plan helps you identify your current reality and where you want to get to. It informs the actions you will commit to in your Action Plan.

After considering your ideal leader, reflecting on your highest aspirations for how you want to be as a leader, reviewing your programme learnings and gaining input from your supports you are ready to start work on your Action Plan. It is a working document that you will revise and update as you complete the programme and beyond.

To help you focus on a few key development areas ask yourself questions like those below and complete the following table

Current Reality

What are 3- 4 important accomplishments or competencies I have developed?

What are the 3 or 4 most important challenges or tasks that my work currently presents?

What about my current work frustrates me most?

Reflect on yourself (try watching yourself from above (Observer or helicopter view) and ask:

What am I trying to do in this stage of my professional journey?

Future

What vision and intention do I have for myself at work?

How do I want to be remembered as a manager or leader?

Imagine the best result or feeling from accomplishing your vision…

Obstacles

What inside me is holding me back?

What would I have to let go of to bring my vision into reality? (Thought processes, behaviours etc.)

Supports

What in my current context provides the seeds for the future I want to create?

Over the next three months if I were to prototype a microcosm of the future, what would that prototype look like?

Who can help me? Who are my core supporters?

Action Plan

Consider immediate, short and long term actions.

Include specific steps to overcome the obstacles that might prevent me from accomplishing my goal – “If (obstacle) then I will (effective action)”


FutureGoal/Vision/Wish

&

Fully imagined OutcomeThe best result/feeling from

accomplishing your vision/wish/goal

Obstacles

Plan&

Supports

Plan: If (obstacle) then I will (effective action)


My Action Plan

What I will Learn/Practise/ApplyWhy this is important to me/my team

ActionsHow I will manage obstacles: If (obstacle) then I will (effective action) When

Who I am accountable to

How I measure success


My Action Plan

I What I will Learn/Practise/ApplyWhy this is important to me/my team

ActionsHow I will manage obstacles: If (obstacle) then I will (effective action) When

Who I am accountable to

How I measure success


APPENDIX: AUSTRALIAN PUBLIC SERVICE WORK LEVEL STANDARDS

© Commonwealth of Australia 2014 49

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Australian Public Service Work Level StandardsThe Australian Public Service (APS) Work Level Standards for the APS Level and Executive Level (EL) classifications have been developed to provide a consistent platform for classifying jobs. They accommodate the diversity of roles across the APS and are structured to clearly differentiate between the work expected (i.e. responsibilities and duties) at each classification level.

The work level standards are not intended to be an exhaustive list of responsibilities and duties for each classification level. The classification should be determined according to the highest function performed on a regular basis. Roles are not expected to involve all of the examples listed. Descriptions of the responsibilities and duties have been developed to take account of the wide-ranging nature of work across the APS. They should be regarded as general in nature and will require a level of interpretation depending upon the broad job context and conditions within which the responsibilities and duties are to be performed.

Agencies may consider supplementary guidance to enable the application of work value descriptions to a specific job.

In keeping with the broader employment framework for the APS it is expected that in performing any role, all APS employees display behaviours consistent with the APS Values and Employment Principles and the APS Code of Conduct. Employees are also expected to apply principles and practices relating to workplace diversity, a safe working environment and workplace participation.

The WLS consist of two key elements: characteristics and functions.

Characteristics: Are general statements about the broad job requirements and operating context for each classification level. The five key characteristics are:

o Leadership and accountability;

o Management diversity and span;

o Stakeholder management;

o Job context and environment; and

o Independence and decision-making.


Functions: Describes the typical duties and provides examples of the types of tasks and/or functions performed at each classification level. A role may incorporate duties from more than one function. The five key functions are:

o Service delivery – relates to the delivery of outcomes in support of policy objectives, program delivery or delivery of finite government initiatives. Service delivery to internal and external customers is a feature of this function.

o Program and project management – roles in this function are accountable for the achievement of objectives through the management of risk and financial, human, physical and capital resources.

o Policy – the most significant contribution of roles in this function relate to the development of strategic policy. The provision and interpretation of policy advice reflects research and analysis of implications and stakeholder views obtained through consultation, articulation of policy in policy statements, regulatory or financial measures and legislation.

o Regulatory – this function relates to the design and implementation of compliance and enforcement programs and operations within a governance framework. This includes information gathering and risk assessments.

o Professional / Technical – the most significant contribution of roles in this function is the provision of technical, professional, or specialist advice or expertise. This knowledge has a primary influence on adopted strategies, plans, targets and outcomes in terms of effectiveness or efficiency. Roles in this functional stream may have a relevant qualification or recognised expertise in a field or area


APS Work Level Standard – APS Level 6

Overview An APS Level 6 employee would generally be required to undertake work that is complex in nature, work under limited direction with the opportunity for reasonable autonomy and accountability. Employees at this level exercise both initiative and judgment in the interpretation of policy and in the application of practices and procedures. APS 6 employees provide detailed technical, professional, and/or policy advice in relation to complex problems and may assist in strategic planning, program and project management and policy development. Employees may have a considerable level of public contact in relation to difficult or sensitive issues and may liaise with a range of stakeholders in a representational role. Work may involve management responsibilities requiring the setting of priorities and managing workflows. Generally, the work of an APS 6 is characterised by one or more of the following:

Leadership and AccountabilityProvide expertise and technical knowledge in specialist area across a range of programs or activities for the agency.Provide accurate and specialised advice including anticipating problems and contributing to issues management.Ensure knowledge of and compliance with legislative, financial and administrative frameworks, government decision-making processes and agency guidelines and regulations.Set priorities for the work area, maintain team cohesion, and ensure quality of outputs for the work area.Contribute to the development of team objectives for short term tasks and strategic planning for longer-term initiatives.Contribute to managing change and uncertainty in the workplace.Propose and facilitate innovation initiatives and contribute to business improvement strategies and to change in workplace practices.Evaluate the effectiveness of risk management and risk assessment activities within sphere of responsibility.

Job Context and EnvironmentHave an in-depth knowledge of the role and functions of the agency and an understanding of how these relate to a work area.Maintain awareness of the longer-term strategic, political or operational outcomes for the agency/program and possible impacts on the work area.

Monitor changes in the broader work environment that may impact on work objectives.Monitor work area performance with an in-depth understanding of relevant legislative and policy frameworks.

Independence and Decision-makingWork with independence, subject to limited direction against established priorities, practices, and methodologies to deliver quality outcomes.Produce work requiring little or no revision before finalisation.Make decisions, with direction from more senior staff, on tasks/assignments with considerable complexity and sensitivity.Make decisions using good judgement, expertise and knowledge, under limited guidance. Ensure decisions are governed by the application of regulations, best practice principles or the agency’s operating instructions and procedures.Make decisions that have a medium to high level of impact on the work area; however, the impact on agency operations and resources is usually limited.Perform research and analysis to make decisions that involve complex or escalated issues, longer-term planning and liaison with other sections on policy, project or operational issues.


Stakeholder ManagementManage relationships with stakeholders to achieve work area and agency goals. Anticipate and respond to stakeholder needs and expectations.Develop and support complex relationships with internal and external stakeholders.Maintain internal and external networks.Represent the agency by promoting its interests at community and cross-agency levels.Support stakeholders through change.

Management Diversity and SpanSupervise a team performing related roles. Ensure quality outputs for a team including the development of specialist, professional and/or technical expertise. Conduct regular quality assurance of work area processes and manage identified risks.Assist in strategic planning, program and project management and/or policy development for the work area.Implement work plans for the work area including setting tasks and priorities, managing work flow and allocating resources.Have significant responsibility for the supervision and development of lower classification levels; build team capacity through coaching, performance feedback; and encouraging career development.



Service Delivery Program and Project Management Policy Regulatory Functions Professional/Technical Functions

Roles at this level may: Manage more sensitive and

difficult problems relating to customer service

Negotiate with customers to resolve conflict in escalated cases

Liaise with internal and external stakeholders to ensure positive customer outcomes

Manage complex customer relationships and escalated enquiries/cases and issues

Provide specialist assistance to key customer groups to achieve outcomes in accordance with a range of key performance measures

Design data gathering materials and methods. Direct their use to assess customer service standards and ensure that customer service standards are met

Implement changes based on feedback to maintain or improve customer service standards

Monitor the impact and quality of customer service activities

Analyse and make recommendations based on customer feedback from a number of sources

Prepare correspondence of a complex nature

Provide a quality customer service by providing fair and timely reviews for customers within legislative and policy guidelines

Roles at this level may: Liaise with other sections,

external agencies and external stakeholders and facilitate cross-agency or multi-agency planning of program delivery

Perform independent research work and analysis including the preparation of draft reports on relevant program activities and/or project milestones

Develop and manage project plans, including evaluation reporting

Manage contract and service agreements and ensure compliance

Co-ordinate contract management including developing tender documentation, managing selection processes and addressing contractor performance issues

Provide advice and technical expertise in specific areas of project or program activities

Coordinate risk assessment and risk management activities for a project or program

Manage financial reporting and analysis activities

Develop, implement and monitor budget controls and strategies

Implement programs administered by the agency

Manage and deliver projects

Roles at this level may: Interpret, draft and review policy

and procedural directions within specialist area

Contribute to the planning and implementation of wider agency policies and objectives

Draft policy documents for review and publication

Prepare draft reports, briefing papers, speeches, Ministerial correspondence and discussion papers for review by Executive level employees

Provide expert advice on more complex areas of policy

Develop draft policy advice for presentation to the Minister or Executive

Liaise with internal and external stakeholders, participate in committees and forums

Conduct research and analysis activities in support of new policy

Roles at this level may: Research, interpret and apply

legislation, including maintaining knowledge of relevant legislation and international conventions

Apply comprehensive work knowledge, precedent and established legislation, policy, procedures and guidelines to situations involving complexity and sensitivity which require considerable interpretation and analysis

Provide advice on compliance with specifications or standards

Undertake and coordinate investigations and audits

Conduct and report on quality audits

Educate employees in correct decision making practices

Encourage quality decision making within the agency

Under general supervision, undertake analysis and investigation to produce intelligence products in line with the required standards

Provide advice on regulatory issues within a specialist area

Prepare financial investigations, litigation files and objection decisions

Manage legal processes, prepare draft legal documents, conduct mediation and inform clients and stakeholders of processes and procedures

Roles at this level may: Provide expert advice and

interpretation within technical or professional area, including preparing relevant strategic advice where appropriate

Participate in and/or provide professional supervision including review of professional practice where required

Provide quality assurance and case review for peers and lower classification levels

Undertake scientific analysis and testing of a technical and specialised nature

Conduct research and analysis on complex matters within area of expertise and draft publications where applicable

Undertake research, analysis, integration and evaluation of technical information and/or scientific data

Contribute to the establishment and implementation of new services and systems within the agency

Contribute to the identification and implementation of systems improvement initiatives

Liaise with relevant professional bodies and associations

Liaise with internal and external professionals to resolve assessments, complete assessments or make referrals and ensure positive outcomes

Provide professional services including case management and case reviews for complex cases




Manage program/projects through to implementation under guidance of higher classification level

Develop, deliver, coordinate, plan and assess training programs

Prepare briefs

Prepare briefing material and analytical reports

Appear for routine matters in external jurisdictions on behalf of the agency

Maintain professional knowledge and continue to develop knowledge and expertise in relation to professional skills and professional regulatory requirements

Have oversight of training and development programs

Prepare procedural or technical manuals and guidelines for clearance by senior employees

Manage projects of a technical and specialised nature

Undertake technical laboratory or field work

Oversee trials or investigations of new technical developments

Develop, implement and evaluate draft marketing and communication strategies and write copies for internal and external communication channels



Overview An APS Level 5 employee would generally be required to undertake work that is moderately complex to complex in nature and operate under limited direction. They are accountable for organising their workflow and making independent decisions relating to an area of responsibility. Employees at this level provide policy advice within an area of specialisation with advice based on policies and legislation. APS 5 employees undertake specialist or technical research and analysis, conduct investigations, and undertake procedural, clerical, administrative support or operational tasks. Employees may have a considerable public contact role and may be required to communicate with and provide advice to a wide variety of customers and external stakeholders. Work may include supervision of lower level employees and responsibility for managing staff performance, allocating work and identifying opportunities for on-the-job training. Generally, the work of an APS 5 is characterised by one or more of the following:

Leadership and AccountabilityProvide technical expertise that contributes to business unit outcomes.Provide professional and policy advice within an area of specialisation.Have accountability for tasks and decisions and supports less experienced employees in achieving their goals through the provision of guidance and quality assurance. Develop plans and objectives for short-term tasks of the work area and contribute to strategic planning for longer-term initiatives of the section.Apply innovation initiatives to maximise the benefits of change and contributes to the improvement in quality and efficiency of services. Assist with audits and maintaining appropriate risk management programs.

Job Context and EnvironmentHave a sound general knowledge of the role and functions of the agency and an understanding of how these relate to a specific work area. Have sound understanding of the impact of the work area on longer-term strategic, political or operational outcomes for the agency/program.Require awareness of changes in the broader work environment that may impact on work objectives.Maintain a well-developed understanding of relevant legislation and policy frameworks.

Independence and Decision-makingWork independently or under limited guidance in relation to their area of expertise. Complex or difficult issues are discussed with team leaders or experts. Make decisions that may impact on the overall outcomes for the work area and its stakeholders. Decisions may have a minor effect externally within approved policy and operational parameters.Exercise judgement to make decisions governed by the application of rules, regulations, best practice principles or the agency’s operating instructions and procedures, under the support and general direction of a higher classification level. Make decisions within defined parameters and set new precedents based on sound subject matter knowledge and professional judgement. Perform objective and systematic research and analysis to obtain accurate conclusions based on evidence.Identify problems or issues and resolve or establish treatments to mitigate.


Stakeholder ManagementLiaise with internal and external stakeholders on policy, project or operational issues.Respond to stakeholder needs and expectations.Develop and maintain internal and external relationships.Support internal and external networks.Represent the work area or agency at meetings, conferences and seminars.

Contribute to providing support to stakeholders through change.

Management Diversity and SpanHave a supervisory role and coordinate the workflow and outcomes of a small team performing related tasks. Conduct quality assurance activities for the outputs of lower level employees.Role may also be required to undertake specialist or technical research and analysis, conduct investigations and provide advice on policies and legislation.Contribute to the setting of the direction of work priorities and practices, monitoring work flow and identifying training needs for lower classification levels.Participate in performance management processes, including providing performance feedback for supervised employees.Assist in the management of corporate functions including human resources, property, information technology security and finances.




Roles at this level may: Manage relationships and

negotiate with customers in more complex matters, resolve escalated customer issues and refer these to appropriate service channels when necessary

Liaise with internal and external stakeholders to ensure positive customer outcomes

Manage more complex customer enquiries via telephone, email and written correspondence, including in the context of non-routine circumstances

Provide specific program, service or policy information to customers

Monitor and ensure customer service standards are met by the team

Gather, analyse and report on customer feedback obtained from a number of sources

Prepare correspondence and reports including emails and letters on routine and more complex matters

Undertake or oversee buildings management services

Provide specialist assistance and advice to key customer groups to achieve outcomes within legislative and policy guidelines

Monitor the quality of products and processes and adjust as necessary

Roles at this level may: Perform research work and

analysis including contribution to the preparation of reports on relevant program activities and/or project milestones

Co-ordinate and participate in contract management including developing scope, managing tendering processes and monitoring contract performance

Provide advice and technical expertise in specific areas of project work

Oversee databases and undertake data quality assurance

Process analytical results and present data into formats suitable for interpretation

Assist with risk assessment and risk management activities for a project or program

Manage expenditure, analyse and report on financial information

Approve or certify payments, entitlement and other forms of expenditure with appropriate delegation

Reconcile invoices and initiate investigation where necessary

Assist with implementing programs administered by the agency

Assist in project management and coordination activities

Roles at this level may: Interpret and draft policy and

procedural directions within specialist area

Assist in the development of policy documents for review and publication

Formulate, draft and review policy and procedure directions within specialist area

Provide technical advice in specific areas of policy

Liaise with internal and external stakeholders and represent the work area in relation to policy development

Roles at this level may: Research, interpret and apply less

complex legislation Check adherence with legislation,

interpret legislation and provide advice

Apply work knowledge, precedent and established legislation, policy, procedures and guidelines to situations involving complexity and sensitivity which require considerable interpretation and analysis

Determine and report on compliance with specifications and/or standards

Conduct investigations Prepare drafts of audit and

investigation findings Conduct quality audits Provide advice and education to

stakeholders to colleagues to increase their knowledge of legislation

Prepare financial investigations, litigation files and objection decisions

Attend court and give evidence Assist in the preparation of

briefing material and analytical reports

Roles at this level may: Provide advice and interpretation

within technical or professional area

Participate in professional supervision including peer and supervisor review of professional practice where required

Process testing results and collate data

Undertake research, analysis, integration and evaluation of technical information

Process analytical results and present data into formats suitable for scientific interpretation

Undertake systems testing within prescribed parameters

Assist and draft with identification and implementation of systems improvement initiatives

Liaise with other internal or external professionals to resolve assessments, complete assessment or make referrals

Under limited supervision, provide professional assessments and interventions

Undertake activities to develop knowledge and expertise in relation to professional skills

Design and develop technical training courses

Assist with and draft the preparation of procedural or technical manuals and guidelines




Assist in contract management and administration

Assist in and support staffing processes

Undertake and manage moderately complex projects under the direction of higher classification levels

Contribute to the delivery of training programs

Co-ordinate the allocation and submission of briefs

Draft briefing papers for higher classification levels

Draft information packages and other communications products

Undertake more complex installations and maintenance of technical equipment

Use analytical instruments and equipment

Development of ongoing operation of maintenance programs

Develop innovative processes for technologically advanced equipment where significant training and development are required

Assist in developing, implementing and evaluating marketing and communication strategies

Perform advanced trade/manufacturing specialist activities

Use complex computer controlled machinery


APS Work Level Standard – Executive Level 1

Overview An Executive Level 1 employee would generally be required to undertake work that is very complex or sensitive and operate under broad direction. They exercise a considerable degree ofindependence and perform a leadership role. Employees at this level exercise sound decision making and judgement to produce high level policy advice. EL 1 employees engage in complex problemsolving and issues management and may coordinate and undertake detailed or sensitive projects that impact on strategic, political or operational outcomes for the agency. Employees also responsiblefor actively managing key stakeholder relationships within and outside the agency and may manage one or more work teams. Generally, the work of an EL 1 is characterised by one or more of thefollowing:

Leadership and AccountabilityProvide expertise across a broad range of activities potentially relating to the work of different program areas. Provide expert advice on policy, complex problem solving and issues management for internal and external stakeholders.Ensure in-depth knowledge of and compliance withlegislative, financial and administrative frameworks,government decision-making processes and agencyguidelines and regulations.Take responsibility for the achievements of own and teamoutcomes, monitor progress and follow through to deliver quality outcomes.Recommend strategic directions for area of responsibilityand consider wider agency implications when making decisions.Consider and effectively manage competing priorities andstrategic directions when achieving team planning and project outcomes in line with agency goals and objectives.Implement change and manage ambiguity in the workplace. Provide a significant contribution to innovation and business improvement strategies.Engage with risk, including the conduct of risk assessmentand risk management activities for area of responsibility.

Job Context and EnvironmentUndertake work activities with an awareness of their possible impact on strategic, political or operational outcomes for the agency/program.

Attain and maintain an extensive understanding of the roleand responsibilities of the agency, including and understanding of the APS operating environment morebroadly.Work within established legislative and policy frameworks.

Independence and Decision-makingWork with a level of independence, under broad direction,with a concurrent need to resolve issues and deliver qualityoutcomes. Communicate and make decisions with a high level ofimpact on the functional area and the potential to impactmore broadly on agency operations and externally.Communicate and make decisions that are based onprofessional judgement, evaluating risks and in the contextof a complex and changing environment.Work with a focus on research, analysis and judgement tomanage complex issues.


APS Work Level Standard – Executive Level 1


Roles at this level may: Negotiate with customers to

resolve conflict in the context of escalated, sensitive or difficult issues

Review complex and sensitive issues relating to internal and external customers

Negotiate and liaise with internal and external stakeholders to ensure positive outcomes

Manage complex customer relationships, including the management of customer expectations

Develop and ensure delivery of specialist services to customers

Identify, establish and implement new services and customer service systems and system improvement initiatives

Identify measures to assess performance and direct data gathering processes to measure service impacts

Act on outcomes of performance measurement activities to ensure that customer service standards are met

Direct reporting in relation to customer service activities and act on recommendations

Promote a customer focused culture within work area

Manage and implement cultural and procedural change with a customer focused culture within work area

Roles at this level may: Collaborate with stakeholders to

establish joint program initiatives Oversee and analyse project

outputs, aims and objectives Research, review and evaluate

projects and/or programs Report on program outcomes to

internal and external stakeholders Coordinate the use of specialist

project service providers, including contractors and consultants

Evaluate specialist proposals from contractors, select contractors and manage consultant/contractor providers

Maintain expert knowledge in relevant areas and provide advice and technical expertise to guide project and program activities

Undertake risk assessment and risk management activities for a project or program

Monitor program outcomes and analyse against budget specifications

Manage a significant set of resources of a business unit, including financial budgets

Develop and maintain business planning strategies for the business unit or office

Coordinate strategic planning for longer-term project initiatives and program management

Coordinate cross program activities

Roles at this level may: Develop and interpret policy in a

specialised area of work that requires detailed understanding and consideration of sensitive organisational and political issues

Develop complex policy that requires a detailed analysis of diverse data and views where there are a range of viable options

Develop and implement complex policy documents for review and publication

Prepare and review draft policy reports, briefing papers, speeches and discussion papers for presentation to senior staff and the Senior Executive

Provide specialist, expert advice on more complex areas of policy

Develop or evaluate policy advice for presentation to the Minister or Senior Executive

Incorporate risk and implementation considerations into policy development

Assess the impact of changes in Government policy and initiate and contribute to appropriate responses

Liaise with internal and external stakeholders, participate in committees and use networks across the APS in order to develop policy and provide advice to senior management

Roles at this level may: Maintain knowledge of relevant

legislative and reporting requirements, Australian and International standards, quality assurance procedures and best practice models

Apply comprehensive work knowledge, precedent and established legislation, policy, procedures and guidelines to situations involving a high level of complexity and sensitivity which require considerable interpretation and analysis

Contribute to strong levels of regulatory compliance and reporting

Manage compliance processes such as data analysis and compliance intervention design

Undertake and manage investigations

Develop, conduct and report on audit/quality control activities

Educate employees in correct decision making practices

Promote and encourage quality decision making within the agency

Undertake analysis and investigation and produce intelligence products in line with required standards

Provide significant and detailed advice on regulatory issues

Establish information for proof, validation or evidence

Roles at this level may: Provide high level specialist

technical/professional advice on specific issues, including feasibility and precedential advice

Provide strategic advice to the Senior Executive, contributing to and supporting the strategic direction of agency in area of specialisation

Supervise and manage a professional work unit and provide expert advice and assistance to team members performing technical or professional work

Provide specialist professional supervision where applicable

Provide quality assurance and case review

Coordinate scientific or technical testing, analysis and evaluation, including analysis of complex data

Undertake more complex research in area of specialisation

Prepare research proposals Report results in the form of

presentations, project reports and peer-reviewed publication

Identify, manage and report on specialist related risk

Contribute to the development and implementation of initiatives, strategies or methodologies relating to technical, policy, IT, operational or service oriented matters


Service Delivery Program and Project Management

Prepare complex and/or sensitive correspondence and corporate documentation, reports, submissions, proposal papers and notes

Provide expert program, service or policy interpretation to ensure a high level of customer service

Contribute to the development of business plans and marketing strategies

Undertake risk assessment and risk management activities

Ensure continuity of service delivery across a region or program

Manage a range of procurement functions

Undertake contract management functions

Manage recruitment and staffing processes, including the preparation of selection reports

Manage, deliver and monitor projects that may have an agency wide impact

Develop, plan and manage training programs

Review and clear briefs


Documents

INTRODUCTION - Leadership skills for complex Web viewAPS 6 Leadership and Management Development Programme: Learning Journal and Development Action Plan42 ... Responsible for supporting