IPAA Victoria

Programs Strategy 2019-2023

IPAA Victoria is embarking upon a bold new five-year Programs Strategy which reflects the priorities identified in the IPAA Victoria Strategic Plan 2017-20, and is underpinned by an understanding of key drivers shaping new ways of working across the Victorian public purpose sector and includes capabilities that will underpin the modern public purpose workforce.

Programs Strategy 2019-2023

IPAA Victoria is embarking upon a bold new five-year Programs Strategy which reflects the priorities identified in the IPAA Victoria Strategic Plan 2017-20, and is underpinned by an understanding of key drivers shaping new ways of working across the Victorian public purpose sector and includes capabilities that will underpin the modern public purpose workforce.

Following recent consultations with our members, it is clear that IPAA Victoria will need to anticipate and respond to key drivers shaping public purpose learning and development needs including:

  • Rapid advancements in technology and ability to capture big data

  • A paradox of declining trust and rising citizen expectations

  • Demand for personalised services and choice

  • Increasingly complex public policy problems

  • Changing public sector workforce demographics and competition for talent.

Strategic Outcomes

In response to these drivers of change, IPAA Victoria is embarking on its Program Strategy 2019-2023 with four key strategic outcomes:

  • Partner of choice for learning & development within the VPS and at the interface between the VPS and the broader public purpose sectors

  • Engaging learning and development opportunities that inspire current and future public purpose professionals

  • Empowers collaborative problem solving, knowledge sharing and innovation

  • Dynamic and able to anticipate and respond to changing learning and development needs.

Public Purpose Capability Framework

The Programs Strategy implementation will be guided by the Capability Framework for the Modern Public Purpose Workforce, also derived from our consultations with the sector, and presented below.

This capability framework provides an overview of the key attitudes and skills public purpose leaders and staff have identified as crucial for the modern, high-performing public purpose workforce of the future. It reflects the diverse range of capabilities that need to be present within public purpose teams (not individuals) across four broad areas:

  • Public service stewardship

  • Working together

  • Ideas into action

  • Leading people and change.

This Capability Framework builds on Nesta’s Competency Framework for Experimenting and Public Problem Solving (2017). Underlined text indicates capabilities that have been added or amended to reflect the unique public purpose context.

IPAA Victoria would like to acknowledge the contribution of the Cube Group who was a key partner in the development of the Programs Strategy and the Public Purpose Capability Framework.

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Click to enlarge the image of the Public Purpose Capability Framework.