subheading in caps at the top · state service management office outcomes framework this...

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State Service

Management Office

Business Plan 2013-14 Outcomes Framework (Abridged version Sept 2013)

Version 4

23 July 2013

[TRIM C1035 | 13/25034]

STATE SERVICE MANAGEMENT OFFICE (SSMO)

Outcomes Based Planning Framework

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State Service Management Office

Outcomes Framework

This outcomes-based planning and evaluation model is a framework - a mental

template that has helped us think about what we do in a disciplined way.

State Service Management Office 2013

Contact us

State Service Management Office

Email: [email protected]

Phone: 03 6232 7140

Contact: Viv Burgess

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

Postal Address:

Level 9, 144 Macquarie Street

HOBART TAS 7001

© State Government of Tasmania – State Service Management Office 2013

mailto:[email protected]

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



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Acknowledgements

The contribution of the following individuals in preparing this document is gratefully acknowledged:

Staff of State Service Management Office

This document has been derived from a template prepared by the Department of Premier and Cabinet, Tasmania. The structure is based on the Tasmanian Government Project Management

Guidelines.

For further details, refer to www.egovernment.tas.gov.au

DOCUMENT ACCEPTANCE and RELEASE NOTICE

Date Date Description Authorisation

Version 1 May 2013 Development of Plan by Viv Burgess Viv Burgess

Version 2 July 2013 Refinement of Plan by Frank Ogle Viv Burgess

Version 3 July 2013 Refinement of Plan by SSMO Management Group Frank Ogle

Version 4 23 July 2013 Refinement to include Management

Responsibilities

Frank Ogle

PREPARED: DATE: 1/ 8 /2013

(for acceptance) Viv Burgess, Senior Consultant, State Service Management Office

ACCEPTED: DATE: 1/ 8 /2013

(for release) Frank Ogle, Director, State Service Management Office

APPROVED: _________________________________________ DATE: __/ 8 / 2013

Rhys Edwards, Head of the State Service

http://www.egovernment.tas.gov.au/



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Why does the State Service Management Office need an

Outcomes Framework?

The State Service Management Office (SSMO) Outcomes Based Evaluation Planning is a framework

to ensure our vision planning and action planning are integrated.

Focusing on an outcomes approach will help SSMO to deliver services more effectively. It will also help make programs/services more focused on results.

Some important reasons why SSMO has focussed on developing an Outcomes Framework include:

To be clear about what SSMO wants to achieve for the State Service Workforce.

To enable Agencies to understand what SSMOs thinking is for the State Service Workforce.

To work collaboratively with Heads of Agencies, Corporate Services and Human Resource

Managers so that there is a shared understanding of strategic objectives for the State Service.

To be realistic about the ‘HOW’ so that SSMO can measure effectiveness and impact of

services and programs offered.

Other benefits can include:

Encourages a disciplined and structured approach to determine priorities and to focus

Agency interaction.

Encourages agreement on outcomes and priorities.

Encourages an approach that results in a partnership between SSMO and Agency contacts.

The strategies and activities identified will lead to better, higher quality outcomes being achieved and

focuses on the value added and not just the inputs or processes over which we have control.

What are Outcomes?

Outcomes address the questions:

What is it that we want for the Tasmanian State Service workforce?

What will be the end results?

Agreement on desired outcomes/results can facilitate Agency ownership and participation and it also

helps to maximise investment in activities and priorities that contribute to improved results.



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Our Vision

SSMOs vision for the Tasmanian State Service is that it will be ‘A professional and adaptable

Tasmanian State Service workforce’.

The SSMO Outcomes Framework establishes a clear purpose and three focus areas – or Pillars – to

guide our business as usual and our new project efforts now and for the future.

Pillar 1 Pillar 2 Pillar 3

Workforce

Initiatives

Workforce

Management and

Relations

Workforce

Development

Creating a positive and

high performing

workforce

Attracting, retaining and

building a skilled

workforce

Building the capabilities

of the workforce

This outcome area is about

ensuring implementation of

changed governance

arrangements and

establishing a positive and

high performing workforce.


ensuring the employment

framework enhances

productivity and is followed.


ensuring the ongoing

development of the

workforce to build and

enhance its capabilities.



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Our Role

SSMO supports the Employer and Head of the State Service to balance the social, economic, cultural and political aims of government through high-quality policy for State Service employment

relations, management and development.

To achieve this, SSMO has specific responsibility for:

Workforce Initiatives - Governance arrangements and positive and high performing workforce.

Workforce Management and Relations - Employment policy and programs; industrial relations;

health, wellbeing and safety; and central vacancy management

Workforce Development - training, education and development delivered and/or managed

through The Training Consortium; development of leadership and management programs

and co-ordination of scholarship program

What we do

Through implementing the SSMO Outcomes Framework we will:-

Provide high quality policy services and support to the Employer.

Lead and support the implementation of Tasmanian State Services Wages Policy.

Manage and coordinate the State Service Industrial Relations Committee and Sub-

Committee of Cabinet.

Work collaboratively with Agencies to provide leadership and support to meet current and

future challenges.

Support Government and Departmental employment priorities.

Our Values

Professional – We aim for excellence and act with integrity and impartiality.

Accountable – We are focused on achievement, open to questioning and responsible for our actions.

Collaborative – We respect and value the expertise of others and work in partnership.

Forward Looking – We plan so we can be responsive to future needs.

Supportive – We provide a workplace that fosters mutual respect and open communication and we offer

flexible conditions that balance working requirements with personal and family commitments.

How we work

We are collegial – it is fundamental that managers and consultants work together internally across

portfolios. Similarly, engagement with external stakeholders is critical and externally.

Our work is high quality – accurate, timely and professional.

We are innovative – open to and initiating new ideas and creative approaches.



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SSMO’s Outcomes Framework Overview

SSMO’s Vision for the State Service workforce

A professional and adaptable Tasmanian State Service workforce.

DPAC values

Broad Outcome Areas – Pillars

SSMO exists to provide advice and support to the Employer and Government; and provide leadership and support to Agencies to meet current and future challenges by focussing on the

strategic objectives identified in the following three key outcome areas or ‘Pillars’.

Eva

luat

ion P

lan

Fram

ew

ork

Measurement of Indicators

How do we know we are making a difference?

Through Evaluation and Reporting

Were actual planned activities delivered? (number/%)

Were they delivered in the way they were intended – satisfaction?

Forward Looking Professional Collaborative Supportive Accountable

Workforce Initiatives

1. To ensure a positive and high performing workforce.

2. To continue to implement governance arrangements.

Workforce Management and Relations

3. To promote the Service as a model employer.

4. To manage and improve the employment management

framework.

5. To strengthen commitment to active workforce planning and

management.

6. To improve evidenced based data collections, analsysis and reporting.

7. To improve the health and safety of the workforce.

8. To provide a WOG service for the resolution and management of employment relations issues.

9. To lead the development and implementation of

State Services Wages Policy.

Workforce Development

10. To improve management and leadership capability.

11. To facilitate contemporary learning and development

opportunities.

12. To improve the knowledge, skills and practices of the HR & IR

profession in Agencies.



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Key Priority Areas for 2013/14

In addition to business as usual role, involving Wages negotiations; Employment Framework and TTC Operations, the following have been identified as key priority areas during 2013/14 and beyond:-

Lead health and safety in the workforce.

Continue implementing governance and structural arrangements following the State Service

Amendment Act 2012 including:

o Produce Head of State Service Annual Report.

Review of Employment Directions and Regulations.

Improve leadership and management capability.

Streamline and develop performance management and positive workforce models.

Workforce diversity – increased representation of youth in the workforce and women in

leadership roles.

Improve Human Resources and Industrial Relations knowledge skills and practices.

It should be noted that the above priority areas have significant lead times (eg WHS 1o years).

Management Responsibilities

In addition to the whole of service responsibilities, against which the Business Plan has been

developed, management within SSMO must exemplary employer practice.

To this end, the following management responsibilities will be a focus for Managers and be standing

agenda items on Manager fortnightly meetings:-

Performance Management and Feedback.

Mandatory Training.

Flexible Working Arrangements.

Absence Management and Leave Liability.

WHS.

Achievements against Business Plan.

Development opportunities aligned to PMP.

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Our Program Types – Services | Product Provision | Behaviour Influence

TIME SERVICE PROVISION PROGRAMS

EDUCATIVE PROGRAMS (mass media)

ADVISORY PROGRAMS (training, consultancy,

services, advice)

CASE MANAGEMENT PROGRAMS

(individualised)

REGULATORY PROGRAMS

(fines, compliance)

4 years

3 years

2 years

1 year

Within 12 months

TIME

Note: Dotted line if hugely funded.

Red- Level 1 Very new program Green - Level 2 K&S changed Yellow - Level 3 Long term Blue - Level 4 Hugely funded

Source: DGR Consulting, 2012

Our Accountability Lines

The accountability line (red line indicated in table above) is the level of results that is reasonable given ‘appropriate resources and strategies’.

SSMO’s Accountability Line is negotiated according to what can be realistically achieved given resources/strategies.



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Our 12 Objectives and associated Strategies

Outcomes

‘Pillars’ Objectives Strategies

Work

forc

e

Init

iati

ves

1. To ensure a positive and high performing

workforce.

1.1 Improve the existing framework for performance management.

1.2 Develop and implement Positive Workforce Behaviour initiative.

2. To continue to implement governance

arrangements.

2.1 Continue implementation of governance and structural arrangements as a result of State Service

Amendment Bill 2012 including:

Undertake Examinations

Undertake Tasmanian State Service Workforce Survey

Review of Employment Directions, Practice, Procedures and Standards

Review State Service Regulations

2.2 Produce Head of the State Service Annual Report.

Work

forc

e

Managem

ent

&

Rela

tio

ns

3. To promote the Service as a model employer. 3.1 Promote employee value proposition and career opportunities available in the Tasmanian State

Service.

3.2 Maintain an ongoing partnership with the University of Tasmania (UTAS) for the delivery of the

School of Government Internship Program.

3.3 Establish targeted Workforce Diversity Programs.

3.4 Examine and implement contemporary industrial and employment conditions.

3.5 Establish Jobs Website / E Recruitment.

4. To manage and improve the employment

management framework.

4.1 Manage and report on the ongoing implementation of employment policy.

4.2 Develop and provide consistent whole-of-service induction processes.

4.3 Coordinate Central Vacancy Management including across Agency transfers.

4.4 Manage Targeted Voluntary Redundancy policy and procedures.

5. To strengthen commitment to active workforce

planning and management.

5.1 Engage Agencies in active workforce planning and development.



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6. To improve evidenced based data collections,

analysis and reporting.

6.1 Lead the development of integrated data collection.

7. To improve the health and safety of the

workforce.

7.1 Lead the implementation of the Work Health and Safety Strategy across the State Service

including:

Develop, implement, evaluate and report on Health and Safety to achieve compliance and be

an exemplar employer.

Provide support and consultancy on establishing Agency WHS Plans.

Undertake Audits of WHS Plans.

Establish preferred WHS Training Providers and training programs.

8. To provide a whole of government service for the

resolution and management of employment

relations issues.

8.1 Co-ordinate whole-of-government employee relations advocacy, advice and support.

8.2 Review grievance arrangements.

9. To lead the development and implementation of

State Services Wages Policy.

9.1 Co-ordinate whole-of-government wages policy implementation and Award reform.

9.2 Participate in the negotiation of Wages Agreements.

9.3 Co-ordinate and support the State Service Industrial Relations Committee (PSIRC) and Cabinet

Sub-Committee arrangements.

9.4 Develop a State Wages Policy for 2013/14.

Work

forc

e

Deve

lop

ment

10. To improve management and leadership

capability.

10.1 Work with the Heads of Agency (HoA Sub-Group) to develop and implement a whole-of-

service approach to management and leadership development.

10.2 Lead and invest in the development of executive leaders and managers.

10.3 Work with Heads of Agencies to provide education, training and development programs for

leaders and managers.

11. To facilitate contemporary learning and

development opportunities.

11.1 Work across government and with other external stakeholders to develop individual and

organisational capacity.

12. To improve the knowledge, skills and practices of

the HR/IR profession in Agencies.

12.1 Work across government to develop people management and industrial relations capabilities in

the State Service.

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