Showing posts with label APSC. Show all posts
Showing posts with label APSC. Show all posts

Sunday, July 28, 2013

Having Public Servants Work On-line to Advance Digital Economy

Hamish Barwick  reported that Senator Kate Lundy had told a recent IT conference that government agencies will replace paper forms and face-to-face contact with on-line equivalents ("More government services to go online: Kate Lundy", CIO Magazine, 25 July, 2013 15:27). The government issued "Advancing Australia as a Digital Economy: Update to the National Digital Economy Strategy", but this does not appear to have received the attention it deserves. Chapter 11 of the strategy sets the target that:
By 2020, four out of five Australians will choose to engage with the Government through the internet or other types of online service.

However, one barrier to on-line use which does not appear to be addressed is the digital literacy of public servants. For citizens to engage with government on-line, we first need to ensure that public servants are trained in how to engage with each other on-line. Services such as GovDex, the public service's own internal cross-agency on-line platform, are underutilized. Public servants tend to still occupy much of their time with last-century face-to-face committee meetings.

Substituting email for paper minutes and video conference for face to face is a small improvement, but real productivity gains will require staff to be trained in how to collaborate effectively on-line and given incentives. I find it takes about three weeks for my masters students in on-line courses (many of whom are public servants) to adjust to working in on-line forums. It comes as a shock to many how hard it is to make the transition and I suspect many would not do the work needed, if it was not for the prospect of failing the course (where on-line participation is assessed every week).

The Australian Public Service needs to put in place targets and effective training programs, with incentives for staff to participate and penalties for those who do not. We will then have a public service which is competent to communicate with the public on-line.

Monday, April 09, 2012

APS Innovation Action Plan

The Australian Government released an APS Innovation Action Plan in June 2011. There is also:
  1. Public Sector Innovation Toolkit.
  2. Background to Public Sector Innovation Project
  3. Context for public sector innovation in Australia
  4. Resources on Public Sector Innovation
  5. Twitter account @PSInnovate
In my view, the most effective way to foster innovation is through education. For several years the ACT Government, Australian National University and University of Canberra have been running an program, where students learn about innovation, for teams and compete for prizes. As a presenter and a mentor, I learned a lot from the program. Also in 1996 I visited Cambridge University, discussed their approach to innovation with the staff and later for an Australian Engineering Study.

Here is a copy of the plan, converted to HTML:

APS Innovation Action Plan

Contents

Introduction

The role of the Australian Public Service (APS) is to support the Australian Government in responding to economic, social and environmental challenges, through effective policy development and service delivery. It needs to employ the most up-to-date thinking and approaches to deal with increasingly complex issues including demographic pressures, fiscal constraint, and ever-increasing expectations of the public and the business community. To thrive in the continually changing world environment, the APS needs the leadership and mandate to deliver innovative solutions to address multidimensional issues and problems.
The Innovation Action Plan, endorsed by the highest levels of the APS, provides that mandate. It acknowledges that harnessing the innovative potential of the APS and the wider citizenry is critical to success, and so it sets out principles and a structure to achieve this. Complementing other APS reform initiatives, the Action Plan provides a framework for embedding innovation in the APS to achieve better outcomes.
The Innovation Action Plan provides the platform and agenda to build an innovative culture in the APS by supporting creativity, responsiveness and delivery excellence. Innovation is not new to the APS, with many agencies having implemented innovative initiatives and many individuals having embraced innovation. However, efforts to systematically embed innovation into the operation of the APS are relatively recent.
Openness to ideas and new ways of doing things will keep the APS at the forefront of public administration. Our aim is that the APS will be a stimulating and rewarding environment for our staff and this will be reflected in our results and achievements.
To formally demonstrate our commitment to a more innovative APS, we, the members of the Secretaries Board, commit to implementing and adhering to an Innovation Compact and Innovation Action Plan for our organisations. We recognise that implementing the Innovation Compact and the Innovation Action Plan is a crucial step on the ongoing journey to position the APS for the future.

Innovation compact for APS leaders

  1. Recognise innovation as a process that can and should be systematically pursued
  2. Involve the user and the citizen in the design and development of our services and policies
  3. Pursue open processes that encompass a wide range of experience and expertise
  4. Generate results through involvement, utilising partnerships and collaboration
  5. Facilitate the creativity inherent in our organisations, and welcome tests, pilots and experiments
  6. Recognise risk as an inherent part of innovation
  7. Promote and celebrate innovation successes
  8. Acknowledge that not all innovation will succeed, but that we can learn from failures
  9. Use procurement to spur the generation and uptake of innovative solutions
  10. Be accountable for delivering and implementing the Action Plan and successor initiatives

Members of the Secretaries Board

  • Mr Ian Campbell PSM
    Department of Veterans' Affairs
  • Mr Drew Clarke PSM
    Department of Resources, Energy and Tourism
  • Ms Jane Halton PSM
    Department of Health and Ageing
  • Mr Finn Pratt PSM
    Department of Families, Housing, Community Services and Indigenous Affairs
  • Mr Peter Harris
    Department of Broadband, Communications and the Digital Economy
  • Dr Martin Parkinson PSM
    Department of the Treasury
  • Dr Paul Grimes PSM
    Department of Sustainability, Environment, Water, Population and Communities
  • Mr Andrew Metcalfe
    Department of Immigration and Citizenship
  • Mr Terry Moran AO
    Department of the Prime Minister and Cabinet
  • Mr Mike Mrdak
    Department of Infrastructure and Transport
  • Ms Glenys Beauchamp PSM
    Department of Regional Australia, Regional Development and Local Government
  • Dr Conall O'Connell
    Department of Agriculture, Fisheries and Forestry
  • Mr Blair Comley
    Department of Climate Change and Energy Efficiency
  • Dr Don Russell
    Department of Innovation, Industry, Science and Research
  • Ms Lisa Paul AO PSM
    Department of Education, Employment and Workplace Relations
  • Ms Kathryn Campbell CSC
    Department of Human Services
  • Mr Dennis Richardson AO
    Department of Foreign Affairs and Trade
  • Mr Steve Sedgwick
    Australian Public Service Commission
  • Mr David Tune PSM
    Department of Finance and Deregulation
  • Dr Ian Watt AO
    Department of Defence
  • Mr Roger Wilkins AO
    Attorney-General's Department

Action areas

The APS Innovation Action Plan is designed to assist the APS to develop an innovative culture. It will build innovation performance within the APS to provide better outcomes for the broader constituency.
The generation, selection, implementation, sustainment and diffusion of ideas will be explicitly supported at all levels, and agencies will formulate and implement strategies to harness innovation for delivery of high quality policy and services.
The Action Plan will better mobilise resources in the APS to respond to challenges through collaboration, experimentation and ongoing learning. It supports harnessing new technologies, analytical disciplines and applying new perspectives.
The Action Plan focuses on the following four action areas:1
Developing an innovation consciousness within the APS
Building innovation capacity
Leveraging the power of co-creation
Strengthening leadership so there is the courage to innovate at all levels
Initiatives associated with each action area are outlined overleaf.

1 Consciousness

To embed innovation in public sector organisations we need to build, share and maintain a common language about what innovation means and create awareness of key innovative practices and insights. Without shared concepts and notions of what it means to engage in innovation, a climate receptive to change will not take hold. The Consciousness component of the Action Plan provides a framework to embed a common understanding of what innovation means and why it is important in the public sector context. To improve connectivity, access to information, and communicate the importance of innovation, which are critical to raising consciousness, this Action Plan proposes the following initiatives.

Innovation Network

The Public Sector Innovation Network is a community of public servants, academics and practitioners interested in innovation in the public sector. Innovation is rarely easy and requires support, advice and encouragement.
The Network provides a community of peers who can assist each other in creating, applying and sharing innovative ideas and will, over time, provide a rich source of innovative capability. Public servants (including state, territory and local government employees) who wish to join the Network can email the Department of Innovation, Industry, Science and Research at: PSI@innovation.gov.au.
The Department of Innovation, Industry, Science and Research also facilitates a practitioner sub-network of those responsible for driving innovation in their agency.

Innovation Blog and Innovation Showcase

The Public Sector Innovation Blog is a platform to assist innovation practitioners in the APS to share experiences of, and insi1 Consciousness
2 Capacity
3 Co-creation
4 Courageghts into, public sector innovation.
The Public Sector Innovation Showcase will enable government agencies and departments to share and celebrate case studies of innovation, and to consider how they might apply such innovative practices within their own operations to achieve better outcomes.
Agencies are encouraged to contribute to both of these platforms and share their stories about how innovation is being applied in their organisation. These platforms are open to state, territory and local government agencies and can be accessed through the Blog at http://innovation.govspace.gov.au and the Showcase at http://showcase.govspace.gov.au.

Public Sector Innovation Events

Recognising that long term value is captured through dissemination and diffusion of innovations, the APS and its agencies will institute mechanisms to recognise, celebrate and share innovation efforts. This will be done by:
  • agencies being encouraged to introduce their own innovation awards, potentially as a part of the existing Australia Day Awards processes
  • supporting the Australian Public Service Commission to include public sector innovation as a key theme in its event planning, including for SES breakfasts and APS 200 events
  • supporting the Australian Public Service Commission in organising innovation related events around key opportunities such as visiting experts
  • agencies holding innovation themed events to discuss, share and celebrate public sector innovation within their agencies.

Agency Corporate Plans

In order to build the broader case for innovation and to explain why it is important, agencies will incorporate innovation into their strategic plans. This will help agencies harness the power of innovation and help staff know how they can contribute to the innovation efforts of their agency. This process will begin immediately.

2 Capacity

Building innovation capacity increases the ability of public sector organisations to effectively generate and execute new solutions to today's complex problems. The Capacity component of the Action Plan aims to enhance the public sector innovation skills and knowledge base. As new skills will be needed and agencies will need to monitor innovation capabilities, this Action Plan supports innovation skills development through the following initiatives.

Innovation Toolkit

The Innovation Toolkit is a package of practical innovation resources to support the APS at all levels to generate innovative solutions. It will include:
  • advice to help people understand innovation and how it can be harnessed
  • guidance on how to implement innovative ideas
  • a description of innovation tools and how they may be best utilised
  • information that assists agencies to adopt the tools as needed
  • links to other resources.
The Toolkit resources will be evolutionary, recognising that we still have much to learn about these approaches and how they are best used. Further information on the Innovation Toolkit can be obtained by emailing the Department of Innovation, Industry, Science and Research at: PSI@innovation.gov.au.
The Innovation Toolkit can be accessed through http://innovation.govspace.gov.au.

Secondments/Mobility

The Australian Public Service Commission, as part of its considerations in enhancing APS capability, will look to develop secondment/mobility options for APS staff to expose them to new ideas and influences from the public, private and community sectors.
Secondment and mobility options will broaden the knowledge of APS staff and enable better connections with the broader community. Participants will bring different perspectives, knowledge and networks to their work in the public service.

Australian Public Sector Innovation Indicators Project (APSII)

The APSII project will develop indicators to facilitate the measurement of innovation performance by public agencies. The project will survey innovation in the APS to better understand our innovation capability and to enable agencies to better assess their innovation capabilities and performance.

3 Co-creation

Until recently, the innovation process was primarily thought of in 'black box'' terms, with organisations utilising unique, internalised capabilities to turn inputs into innovative outputs. This view has shifted towards a recognition that the public sector now needs to more effectively use the innovative capacity of a much broader base. Co-creation, through design and experimentation, embodies this thinking, with the public sector requiring new processes and platforms to more effectively integrate design, delivery and user areas. To enable the APS to meet the challenge of delivering solutions to today's complex problems and to explore new methods in solution formulation, development and delivery, this Action Plan proposes the following initiatives.

APS Design Centre

A centre (or centres) dedicated to innovative approaches could assist to:
  • develop and test new approaches to complex policy challenges and to enhance government program delivery
  • build agency and institutional capability for collaboration and innovation
  • apply and test tools/processes and bring new skills to support innovation in the APS
  • capture, synthesise and disseminate examples of best practice in Australia and overseas
  • respond to citizen demand for responsive and innovative services.
The proposed initiative could inspire creativity and collaboration and provide a platform to test innovative solutions. It could help practitioners to adopt new perspectives in thinking about a problem.
Such an approach would facilitate cross-agency interaction involving public servants, academics, citizens and businesses to create solutions for societal problems. It could fast track building the capacity of the APS to develop innovative policy and service delivery, keeping the APS at the forefront of citizen delivery and responsiveness.
Development work on this approach is underway, with an outcome expected in late 2011.

Innovation Outreach

All members of the APS are potential innovators. As part of the broad responsibility for efficiency initiatives the Department of Finance and Deregulation will look to identify and communicate across government, innovative suggestions for efficiency gains and productivity improvements which may be made by public servants or the public. In doing this the Department of Finance and Deregulation will investigate the merits of (a) an Improvements Register which is able to be shared across agencies to build expertise and momentum, and (b) public sector outreach initiatives like the US SAVE Awards.

4 Courage

To generate transformational change the APS must display the courage to innovate, despite day to day pressures and entrenched constraints. The Courage component seeks to embody this ethos through measures that recognise leadership, and reward innovative achievement. To provide a platform for the APS leadership, this Action Plan proposes the following initiatives.

Leadership Mandate

The APS Innovation Action Plan and its attendant Innovation Compact, developed by the APS200 Project on Public Sector Innovation, are endorsed by our Agency Secretaries. This is a major commitment to the future role for innovation within the APS. It is a commitment to making our APS agencies responsive and agile. The Compact will take effect immediately.

Ongoing leadership

The APS200 as a whole is responsible for implementing the Action Plan and embedding a culture welcoming of innovation in the APS. Senior APS executives will be responsible for implementing the innovation agenda within their agencies by including innovation as a key component of organisational performance systems, and hardwiring innovation into agency leadership systems.
The Secretaries Board, as the pre-eminent body for issues affecting the APS, will oversee the implementation of the Innovation Action Plan's initiatives and recommendations from Empowering Change: Fostering Innovation in the Australian Public Service. Reporting on the implementation of the Action Plan to the Minister for Innovation and the Secretaries Board will begin in 2012 (undertaken by the Department of Innovation, Industry, Science and Research and the Australian Public Service Commission).

Awards

Awards to celebrate and share the best innovations from Australia's public sector are important, as they signal our celebration of success and effectiveness. They are important to enable others to see how it can be done and to provide models for others to adopt.
Beginning in 2011, innovative public sector projects, initiatives or change processes will be assessed for recognition as part of the Prime Minister's Awards for Excellence in Public Sector Management (run by the Institute of Public Administration Australia, ACT Division).
Agencies are encouraged to nominate relevant activities or projects and to also introduce their own innovation awards, potentially as a part of the existing Australia Day Awards processes.

Implementation

With the pressing need to act and to ensure that the Innovation Action Plan is sustained, the Secretaries Board will oversee the implementation of the Innovation Action Plan and monitor its progress.
Recognising the variation of innovation approaches and opportunities within the APS, implementation of the initiatives will proceed based on each agency's specific opportunities and needs. This offers the potential for agencies to learn and build on successes as well as create momentum for future initiatives.

Continuation

This Action Plan should be seen as the next step in work that has gone before. The APS has a long history of innovation, and a tradition of striving to become better. The development and realisation of an APS culture that welcomes and seeks innovative solutions will be an ongoing journey, not something that can be declared as 'done'.
Innovation involves iteration - trying new ideas, seeing if they work, and then trying further ideas to do even better. Just as innovation requires repeated attempts, the APS will need to try a number of approaches to foster innovation and each agency will have to assess what is most appropriate to its operations.
An innovative APS starts with individual public servants wanting to try new ideas. Following are some of the resources available to help you innovate:

Other initiatives

Innovation Showcase

As part of the response to recommendation 12 of Empowering Change, a Public Sector Innovation Showcase has been developed by the Department of Innovation, Industry, Science and Research and the Australian Government Information Management Office to showcase innovation and Gov 2.0 initiatives across the public sector.
The aim is to help government agencies and departments to share examples of innovation and to consider how innovative practice may be applied in their context to achieve better outcomes.
The Showcase went live on 4 March 2011, with a small number of examples, designed to demonstrate areas of existing innovative capabilities across both the APS and the states. We encourage agencies to support the Showcase and ensure ongoing interest by providing further examples of innovation from their experience. Examples can be provided via the Showcase site http://showcase.govspace.gov.au, or by emailing the Department of Innovation, Industry, Science and Research at: PSI@innovation.gov.au.

Innovation Toolkit

The Toolkit is an online resource centre hosted on govspace (an online communications platform which hosts blogs and other websites on behalf of government agencies) that provides resources to support innovation in the APS. The Department of Innovation, Industry, Science and Research and the Australian Government Information Management Office are jointly developing the Toolkit platform and functionality, with consultation from external stakeholders. The Toolkit will provide an avenue for APS staff and innovation experts to contribute to build a living body of knowledge.
The Innovation Toolkit can be accessed through http://innovation.govspace.gov.au.
Further information on the Innovation Toolkit can be obtained by emailing the Department of Innovation, Industry, Science and Research at: PSI@innovation.gov.au.

© Copyright 2011 DIISR


Unless otherwise noted in the 'Materials Excluded and Rights Reserved' list below, the text in the APS Innovation Action Plan is licensed under a Creative Commons Attribution 3.0 Australia licence.
ISBN 978-1-921916-18-3
DIISR 11/060
More information on this CC BY 3.0 licence is set out at http://creativecommons.org/licenses/by/3.0/au/deed.en and below.
Except where otherwise noted the following terms apply:
  • Attribution: Any use of all or part of the general content must include the following attribution: © DIISR
  • for any reuse or distribution, you must make clear to others the licence terms. The best way to do this is to link or refer to the CC BY 3.0 licence outlined above.

Materials Excluded and Rights Reserved

All rights in the materials listed below are reserved:
  • Commonwealth Coat of Arms and the Public Sector Innovation logo
  • all images (including any text included, or embodied, in the image) and graphical design
  • all signatures
  • material appearing in quotes
  • material that is attributed to a source other than the Department of Innovation, Industry, Science and Research.

Inquiries

If you have inquiries regarding:
  • the CC BY 3.0 licence
  • any use of this Submission outside the scope of the CC BY 3.0 licence terms
  • use of the above listed materials in a way that is not permitted by the Copyright Act 1968
you should contact the:
Corporate Media and Communication
Department of Innovation, Industry, Science and Research
GPO 9839 CANBERRA ACT 2601
comms@innovation.gov.au
1 The four action areas have been adapted from Christian Bason, 2010, Leading Public Sector Innovation: Co-creating for a better society, The Policy Press, Bristol

Australian Government Workforce Planning Guide

The Australian Government has released an APS Workforce Planning Guide. This is for planning of jobs in the federal government, formally known as the Australian Public Service (APS). This is timely with government enforced reductions in funding to federal agencies forcing large scale reductions in employment. Without some planning, the cutbacks in jobs could result in an unbalanced workforce, without the necessary skills and experience.

One interesting aspect is that ICT is categorized separately from technical and engineering jobs, although most university have now incorporated their ICT schools into the engineering faculty. There is still some overlap between Information and Knowledge Management, ICT and administrative skills.

The Australian Public Service Commission (APSC) have issued the guide under a Creative Commons license, allowing modification and reuse of the documents by government and private organizations. Unfortunately the APSC has produced the documents for paper publication, with the electronic versions not suited to on-line viewing.

This is a very comprehensive and well written guide. However, the Australian Government does not have any unique workforce planning requirements. As an example, there is nothing which makes a ICT professional working for the Australian government different to one working for state, local government or the private sector. It would be better for the APS to integrate its planning with that of other levels of Australian government and with the private sector, than produce its own unique requirements. As an example, the Open University UK have created SFIA generic IT professional job roles created using the standard skills sets from the Skills Framework for the Information Age.

The APS Workforce Planning Guide consists of:
  1. APS Job Family model
  2. Introduction and how to use the guide
  3. Workforce planning explained
  4. Initiation and planning for workforce planning
  5. Segmenting your workforce
  6. Demand analysis
  7. Supply analysis
  8. Gap analysis and strategy and initiative development
  9. Implementation and monitoring, evaluation, review and adjustment
  10. Templates

Here are the Background, Guiding Principles and the ICT job descriptions extracted from the APS Planning Guide, and converted to HTML:

Background

In May 2011, the Australian Public Service Commission held a symposium to discuss workforce planning, in particular the barriers faced by workforce planning practitioners and what the Commission could do to assist agencies implement or improve workforce planning.

The symposium delegates articulated that forecasting workforce supply and demand is difficult without an established system for clearly understanding occupational groupings or skill areas in the workforce. Standard groupings of this sort are at the foundation for understanding workforce shortages, flows, development, and potential risks to business delivery. The 2009-10 State of the Service Agency Survey found that only 29% of APS agencies had a formal skill-based system for classifying occupations this finding highlights significant deficiencies of an essential component of workforce planning.

Agencies indicated that to progress workforce planning across the APS, the APSC could assist by developing a common APS Job Family Model (the model)- means of describing and analysing the workforce with linkages to the broader labour market, with view to identifying high-risk capability areas.

The two key aims of the model are to provide:

  • a data set that accommodates a large proportion of, if not all job roles performed in the APS; and

  • linkages with the Australian labour market.

The main reference point for the majority of the functions and roles defined within this model is the Australian and New Zealand Standard Classification of Occupations (ANZSCO). This is to enable the use of labour market information, published by the Australian Bureau of Statistics and the Department of Education, Employment and Workplace Relations, to assess workforce risks.

A practical example of the use of these data sets can be found in the ICT occupational group. The recent focus on workforce planning and the development of an APS ICT Capability Framework, as a result of the government's response to the recommendations of the Gershon Review, has helped agencies define their ICT workforce capability and enabled improved analysis of the external and internal demand and supply factors. The ICT Capability Framework provides a sound foundation for mapping the roles performed within the ICT Job Family to ANZSCO.

The next tranche of work for the model is to continue to collaborate with agencies as they begin implementing the model, to develop definitions for each job function and role to ensure consistency in language and approach to mapping positions across the APS.

The job family model, when viewed across the functions of an organisation, can provide agencies with a deeper view of their workforce, allowing enhanced analysis of the workforce and the associated risks these pose to business deliverables.

The Australian Public Service Workforce Planning Guide Module: Segmenting your workforce provides detail on undertaking a systematic approach to job role profiling.

The model is not mandated for use across the APS, however the development of the model will create efficiencies within an organisation and more broadly across the APS through clear and consistent language and data sets.

The Model

The APS Job Family Model:

  • Groups functionally similar positions that have related skills, tasks and knowledge blocks;

  • Does not reflect work level; and

  • Is hierarchical and has four tiers.

Guiding Principles

  • The Job Family model aims to be inclusive rather than exclusive.

  • Roles aim to group positions that have similar core skills or knowledge blocks.

  • The complexity within a role is defined by the work level standards not by separate roles.

  • Where a position undertakes a number of job roles, it may be helpful to identify the core purpose of the position, key accountability or criticality to business.

  • Roles within Strategic Policy are considered separate from internal policy roles which are performed within a specific subject matter. For example, a position that deals with advising an organisation or writing HR policy would sit within the People Family.

  • Should suit roles that exist now but also have a view to the workforce of the future. ...

Information and Communications Technology

ICT roles plan, organise, direct, control, coordinate and support the ICT strategies, plans and operations of an organisation to ensure the ICT infrastructure and software supports the organisation's overall operations and priorities.

ICT



Job function name Job function description 4 digit ANZSCO code 4 digit ANZSCO description Job role Job role description ANZSCO code ANZSCO name ANZSCO description

Business Change

The Coordination of ICT projects and programs and ownership of business process design and analysis

1351

ICT MANAGERS plan, organise, direct, control and coordinate the acquisition, development, maintenance and use of computer and telecommunication systems within organisations.
Tasks Include:
- analysing information needs and specifying technology to meet those needs
- formulating and directing information and communication technology strategies, policies and plans
- directing the selection and installation of ICT resources and the provision of user training
- directing ICT operations and setting priorities between system developments, maintenance and operations
- overseeing the security of ICT systems.

Business Process Analysis / Design

Analysis of the business functions, processes and associated needs/capabilities, including the definition of user requirements, leading to the design and development of Agency ICT systems.

261111

ICT Business Analyst

Identifies and communicates with users to formulate and produce a requirements specification to create system and software solutions.



Programme and Project Management

The Planning & coordination of ICT portfolios, programs & Projects.

135112

ICT Project Manager

Plans, organises, directs, controls and coordinates quality accredited ICT projects. Accountable for day-to-day operations of resourcing, scheduling, prioritisation and task coordination, and meeting project milestones, objectives and deliverables within agreed timeframes and budgets.



IT Business Management

The Governance of Agency ICT capability, delivery and quality

135

ICT MANAGERS plan, organise, direct, control and coordinate the acquisition, development, maintenance and use of computer and telecommunication systems within organisations.
Tasks Include:
- analysing information needs and specifying technology to meet those needs
- formulating and directing information and communication technology strategies, policies and plans
- directing the selection and installation of ICT resources and the provision of user training
- directing ICT operations and setting priorities between system developments, maintenance and operations
- overseeing the security of ICT systems

Procurement and Vendor Relations

The procurement of ICT resources, management of suppliers and assets.

591113

Purchasing Officer

Prepares purchase orders, monitors supply sources and negotiates contracts with suppliers.



Quality Assurance

Ensuring that the agreed quality standards are adhered to and that best practice is promulgated.

263211

ICT Quality Assurance Engineer

Creates, maintains and manages technical quality assurance processes and procedures to assess efficiency, validity, value and functional performance of computer systems and environments, and audits systems to ensure compliance with, and adherence to, accredited internal and external industry quality standards and regulations. May supervise the work of ICT quality assurance teams.



Strategic Leadership

Making a contribution to the overall planning, direction, governance and quality of performance of the Information Systems.

135111

Chief Information Officer

Plans, organises, directs, controls and coordinates the ICT strategies, plans and operations of an organisation to ensure the ICT infrastructure supports the organisation's overall operations and priorities.



Service Delivery

The Installation, maintenance and operation of information systems

262

DATABASE AND SYSTEMS ADMINISTRATORS, AND ICT SECURITY SPECIALISTS plan, develop, maintain, manage and administer organisations' database management systems, operating systems and security policies and procedures to ensure optimal database and system integrity, security, backup, reliability and performance.

Tasks Include:

- designing and maintaining database architecture, data structures, tables, dictionaries and naming conventions to ensure the accuracy and completeness of all data master files

- performing the operational establishment and preventive maintenance of backups, recovery procedures, and enforcing security and integrity controls

- implementing and administering database documentation, guidelines, policies and procedures

- testing database systems and upgrades, such as debugging, tracking, reproduction, logging and resolving all identified problems, according to approved quality testing scripts, procedures and processes

- accepting responsibility for the processes, procedures and operational management associated with system security and disaster recovery planning

- liaising with security vendors, suppliers, service providers and external resources; analysing, recommending, installing and maintaining software security applications; and monitoring contractual obligations, performance delivery and service level agreements

- troubleshooting and providing service support in diagnosing, resolving and repairing server-related hardware and software malfunctions, encompassing workstations and communication infrastructure

- preparing and maintaining documentation, policies and instructions, and recording and detailing operational procedures and system logs

- ensuring that the design of computer sites allows all components to fit together and work properly, and monitoring and adjusting the performance of networks

- continually surveying the current computer site to determine future network needs and making recommendations for enhancements in the implementation of future servers and networks

Databases and Data

The administration, monitoring and maintenance of databases

262111

Database Administrator

Plans, develops, configures, maintains and supports an organisation's database management system in
accordance with user requirements ensuring optimal database integrity, security, backup, reliability and
performance.



Information / Knowledge Management

The control and exploitation of information to meet the needs of an organisation (strategy, policy, design, sourcing, maintenance, analysis, storage, compliance, use, combination and interpretation).

2247

Information and Organisation Professionals (Knowledge Manager)

MANAGEMENT AND ORGANISATION ANALYSTS assist organisations to achieve greater efficiency and solve organisational problems, and study organisational structures, methods, systems and procedures.



Infrastructure and Facilities

The administration, monitoring and maintenance of ICT infrastructure and facilities.

313111

Hardware Technician

Supports and maintains computer systems and peripherals by installing, configuring, testing, troubleshooting, and repairing hardware.



Networks and Telecommunications

The operation and control of all LAN, WAN and Telecommunications equipment.

263

ICT Network and Support Professionals

ICT NETWORK AND SUPPORT PROFESSIONALS research, analyse, plan, design, install, monitor and maintain ICT systems to support the business needs of organisations and individuals.







Security

The operation of information security controls to maintain confidentiality and integrity, including the authorisation and monitoring of access to ICT facilities or infrastructure in accordance with established organisational security policy.

262112

ICT Security Specialist

Establishes, manages and administers an organisation's ICT security policy and procedures to ensure preventive and recovery strategies are in place, and minimise the risk of internal and external security threats.



Service Management

The management of ICT systems and services in relation to their contribution to business performance. The management of bought-in services & outsourced services.

135199

ICT Managers Nec

This occupation group covers ICT Managers not elsewhere classified.




Systems Administration

The installation, administration and maintenance of system software such as operating systems, data management products, office automation products and other utility software.

262113

Systems Administrator

Plans, develops, installs, troubleshoots, maintains and supports an operating system and associated server
hardware, software and databases ensuring optimum system integrity, security, backup and performance.




Service Support

The provision of ICT service support to help ensure the effective delivery of Information Systems

3131

ICT SUPPORT TECHNICIANS provide support for the deployment and maintenance of computer infrastructure and web technology and the diagnosis and resolution of technical problems.
Tasks Include:
- determining software and hardware requirements to provide solutions to problems
- responding to inquiries about software and hardware problems
- adapting existing programs to meet users' requirements
- installing and downloading appropriate software
- ensuring efficient use of applications and equipment
- implementing computer networks
- designing and maintaining web sites
- repairing and replacing peripheral equipment such as terminals, printers and modems
- may work in a call centre

Helpdesk / Support

The management and resolution of incidents and problems throughout the information system lifecycle.

313112

ICT Support Officer

Provides support, education and guidance in the deployment and maintenance of computer infrastructure and the diagnosis and resolution of technical problems and issues. May work in a call centre.


Training and Development

The provision of learning & development support services in the form of documentation, training, eLearning and facilitation.

2232

ICT Trainers

ICT TRAINERS analyse and evaluate information-based system training needs and objectives, and develop, schedule and conduct ICT-based system training programs and courses.



Solutions Development

The analysis, design and development of solutions to support business needs and requirements

261

BUSINESS AND SYSTEMS ANALYSTS, AND PROGRAMMERS work with users to formulate system requirements, develop system plans and documentation, review and evaluate existing systems, and design and modify systems to meet users' business needs, create audiovisual applications, and develop, test and maintain code for computer applications and web sites.
Tasks Include:
- identifying, formulating and documenting user ICT requirements
- providing advice, guidance, expertise and assistance in the system project decision making process and in the development of system proposals and strategies
- identifying and evaluating inefficiencies, deficiencies and limitations in existing systems and associated processes, procedures and methods, and recommend

ing optimal business practices, and system functionality and behaviour
- testing, debugging, diagnosing and correcting problems to ensure acceptable quality and integrity of the system, and that programs and applications perform to specification
- designing and developing digital animations, imaging, presentations, games, video clips, and Internet applications using multimedia software, tools and utilities, interactive graphics and programming language

Development and Programming

The creation, testing and documenting of new and amended programs and software from supplied specifications in accordance with agreed standards.

2613

Software and Applications Programmers

SOFTWARE AND APPLICATIONS PROGRAMMERS design, develop, test, maintain and document program code in accordance with user requirements, and system and technical specifications.

Systems Analysis and Design

The analysis of the business project/program needs, incorporating the design of ICT systems that satisfy these needs.

261112

Systems Analyst

Evaluates processes and methods used in existing ICT systems, proposes modifications, additional system
components or new systems to meet user needs as expressed in specifications and other documentation.


Web and Multimedia Content Development

The authoring and publishing of information in various forms (text, video, graphical) via websites and intranets.

313113

Web Administrator

Designs, builds and maintains web sites, and provides web technology solutions and services.


Solutions Implementation

The coordination of the release of ICT solutions

2632

ICT SUPPORT AND TEST ENGINEERS develop procedures and strategies to support, create, maintain and manage technical quality assurance processes and guidelines and systems infrastructure, investigate, analyse and resolve system problems and performance issues, and test the behaviour, functionality and integrity of
systems.

Systems Integration and Deployment

The integration, release and deployment of components and/or subsystems and their interfaces in order to create operational services.

3131

ICT Support Technicians

ICT SUPPORT TECHNICIANS provide support for the deployment and maintenance of computer infrastructure and web technology and the diagnosis and resolution of technical problems.





Testing

The testing of components and/or subsystems and their interfaces, in order to improve their quality.

2632

ICT Support & Test Engineers

ICT SUPPORT AND TEST ENGINEERS develop procedures and strategies to support, create, maintain and manage technical quality assurance processes and guidelines and systems infrastructure, investigate, analyse and resolve system problems and performance issues, and test the behaviour, functionality and integrity of systems.



From: APS Job Family model, Australian Public Service Commission

Monday, May 10, 2010

Continuing Education for the Australian Public Service

On Saturday the Prime Minister, Mr. Kevin Rudd, announced that every public servant will be expected to undertake learning and development every year. This is contained in Reeommendation 7.3 of the APS Review: "Ahead of the Game: Blueprint for the Reform of Australian Government Administration". The recommendation does not specify an amount of training, just "... should undertake learning and development every year aligned with their career goals ...". However, continuous education programs run by professional bodies typically require 30 hours per year (Australian Computer Society, Australian Psychological Society, Society of Hospital Pharmacists of Australia).

Recommendation 7.3: Expand and Strengthen learning and development

  • Identify core service-wide development needs.
  • Endorse a principle of annual professional development for all APS employees.
  • Deliver core learning and development programs that are centrally procured.
  • Evaluate a range of courses and negotiate the best rates for the APS.

Lead Agency: Australian Public Service Commission (APSC)

Actions to make this happen

  • The Secretaries Board would affirm that every APS employee should undertake learning and development every year aligned with their career goals and capability gaps identified in performance agreements (Recommendation 7.4). Recognising that employees share a responsibility for personal development with their employer, professional development would be broadly defined to include:
    • Training and education;
    • On-the-job development (e.g. secondments, projects); and
    • Coaching and mentoring.
  • The APSC would develop an annual learning and development strategy, in consultation with an advisory board comprising Agency Heads and Secretaries, based on the Human Capital Priority Plan (Recommendation 7.1) across four broad elements of learning and development:
    • Core activities that shape the APS (for example, APS culture/values, SES induction and, performance management);
    • Leadership/Management Training;
    • Skills training (for example, policy, program implementation, delivery and technical knowledge); and
    • Education (for example, PhD and Masters scholarships).
  • The strategy would be delivered by both the APSC and individual agencies.
  • The APSC would:
    • Centrally procure programs relating to core activities that shape the APS with multiyear funding commitments by all agencies for this purpose. These core programs would also include the areas of strategic policy, implementation and regulation. Programs would cover topics such as writing skills, project design and management, development of business cases, data collection, quantitative analysis, regulatory design and contract management;
    • Conduct quality assessments of all available professional development programs and courses (in particular leadership/management programs) centrally negotiate prices with providers and disseminate this information to agencies; and
    • Develop a stronger relationship with the Australia and New Zealand School of Government (ANZSOG), the National Security College and other providers to support the competitive delivery of public service executive training training and to ensure the capacity exists to meet increased demand for high quality professional development.
  • A sub-committee of the Secretaries Board would oversee APSC delivery.
  • Individual agencies would:
    • Draw upon APSC endorsed programs and courses where available; and
    • Retain responsibility for procuring professional development programs and training responsive to their agency’s needs, particularly in relation to skills training and education (e.g PhD scholarships)....
From: Reeommendation 7.3 , "Ahead of the Game: Blueprint for the Reform of Australian Government Administration", Advisory Group on Reform of Australian Government Administration, Department of the Prime Minister and Cabinet, Australian Government, 2010.

Monday, October 27, 2008

Records management for Executive Levels

The Australian Public Service Co0mmission is offering a one day course in Records management for Executive Levels (for EL 1 and 2). There are no details of the course, but I assume it has similar content to the 12 hour course I run at ANU.