Good Practices and Innovations in Public Governance 2003-2011

Good Practices and InnovATIONS in Public Governance
agency in the Australian Public Service was entrusted with the power to manage directly
employment processes and was encouraged to align its staffing, its performance
management systems and service delivery arrangements against the business
objectives set by the elected government. Each agency was made accountable for its
performance, through its Minister, to Parliament.
The Commission focused on improving leadership capacities to respond in an effective
way to the rapidly changing external environment and increased complexity, and
to bolster public confidence in the APS. A Human Resource Capability Model was
developed to enhance the skills of APS employees and to improve HR outcomes for
individual agencies. In particular, the programme intended to help HR people focus
on their development needs and to assist Agencies in defining the skills required
when looking for HR people.
Service Charter Awards were initiated to recognize and encourage agencies’ high
standards of service to the public. APS agencies, which provide services are required
to implement a service charter. The Client Service Charter Principles require, inter
alia, client service standards and complaints and feedback mechanisms in all service
charters. The principles also focused on monitoring and reporting performance
against client service standards, and recognizing the needs of diverse client groups.
The State of the Service Report was used as a tool to strengthen the evaluation process.
The employee survey provided a reality check against the expectations of managers.
The Commission’s strategy was centred on practical products and guidance for
improvement across the Australian public service in leadership capability and succession
management, performance management, learning development, work force
planning, and human resource capability.
For more information, please visit: www.apsc.govt.au
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