Learning and Development Strategy

2023-2025
The Learning and Development Strategy Vision

Vision ACTHD Workforce has the right capabilities now and into the future.

Opportunity for everyone to build on their individual and

Purpose collective potential to be successful and grow.

Guiding Experience, Engagement and Education of our staff with

Principles effective Evaluation of professional development opportunities.

Our Learning Employee-centred, Evidence Based, Collaborative and Inclusive

Culture Development for all Staff in ACT Health Directorate.

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What shapes our Learning and Development Strategy
People Strategy and Culture Branch have drawn from a number of data sources across the ACT
Health Directorate to inform our Key Development Priorities, Capabilities and actions.

Workforce
Divisional
Strategy and
Business Plans
Framework

Staff
Robert Griew Engagement
Report Survey Data

3rd Independent Learning and

Annual Review Internal audits
into Workplace Development and self initiated
Culture Strategy reviews

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Where we are and where we want to be:
Where we want to be:
• Centralised budget for learning and development.
Where we are:
• No central budget for learning.
• Established learning and development culture
embedded in ACTHD.
• Assessed at Foundational Learning culture.
• Learning products analysed and established based
• No enterprise-wide Learning Needs
on needs of the business.
Analysis.
• Strong evaluation of programs delivered.
• Assessed at basic level of evaluation of
Development. Implementation of
L&D Strategy • Learning and development catalogue developed
and aligned to organisational requirements.
• Established catalogue of learning products.
• Strong reporting on learning attendance through
• Ad-hoc reporting on attendance and return
online systems, demonstrating capability uplift and
on investment
return on investment.
• No defined Learning and Development
• All learning and development programs aligned to
Model.
an embedded Learning and Development model.
• No Capability Framework within ACTHD.
• People Capability Framework established, with
clear capabilities and priority development areas.
• Performance Development Plans link to
opportunities, however needs further
• Performance Development Plan professional
alignment to outcomes and job roles.
development goals aligned to job roles with staff
accountable for demonstrating alignment.

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 Benefits to embedding a Positive Learning Culture
A Positive Learning Culture will support the attraction strategies for
ACTHD, with clear investment in employee development a driver for
Attracting new talent to employee value propositions in the future.
the organisation

Staff are motivated to work in the Demonstrated return on investment

Motivated employees
ACTHD as they feel they are growing Return on investment from development through effective
building capabilities
and developing new skills within the on individual and evaluation, reporting and analysis of
and embedding
workplace. collective development opportunities provided to staff, and how
learnings in the
opportunities
workplace learning is applied within the workplace.

Strategically refining and aligning Investment in professional growth and

Refined and aligned development will support retention of
programs to meet outcomes for the learning opportunities Retention of staff within
ACTHD will greatly benefit the Health staff in key functions across ACTHD.
to strategic outcomes ACTHD
System in building its workforce for for ACTHD
future challenges.

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Our Guiding Principles
Education forms the formal approach to learning, with coursework, target setting, and issue focussed
educational methods all playing their part. Through hybrid learning models, Education continues to evolve
Education
in the professional development sense, with E-Learning and face to face platforms available. Effective
Education encompasses elements of Experience and Exposure for a blended learning approach.

Community based learning sees individuals working closely together with fellow team members and their
peers, learning together as a group- under a more collaborative and co-operative approach, with constant
Engagement support, monitoring and feedback providing further encouragement from management. By identifying and
exploiting the benefits of personal networks, individuals feel encouraged and better equipped in their
learning, and in their professional development.

On the job Learning and Development experiences which will provide individuals knowledge, equipping
Experience them to establish job related skills. Learning as part of the everyday and learning through our
surroundings make up a large component of effective learning in the workplace.

Evaluation of learning and development across the Health System will ensure effectiveness of
opportunities provided for staff, building on key capabilities and ensuring return on investment. Learning
Evaluation and Development opportunities will be evaluated both informally and formally to align to the Health System
Strategic goals and capabilities.

The ACT Health Directorate understands the need to formalise and build our learning and education products as a key priority. The Engagement
and Experience learning and development options are to be focussed on throughout the life of the Strategy, but will be refined and reviewed in line
with the Workforce Plan, Wellbeing Strategy and other documents which complement these principles.

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 Our Key Development Priorities 2023-25:
Our Staff will understand and demonstrate their role within the Health Ecosystem and
Health System Thinking demonstrate a strategic awareness of the role of ACTHD within the community.

People Strategy and Culture Lead

Our staff will understand and embed key leadership behaviours and build managerial acumen to
Adaptive Leaders and
effectively lead high performing teams within ACTHD. Our staff will understand their role with the
Managers establishment of capability frameworks, assessments and talent management conversations.

Our Staff will be accountable in making decisions, understanding their obligations in ethical
Ethical Decision Making decision making and acting with integrity while representing ACTHD.

Culturally appropriate and inclusive approaches are at the forefront of our strategies and
Culture and Inclusive
frameworks. Our Staff proactively refine, review and adapt our engagement across all aspects of
Approach our work and across ACTHD.

Area Lead
*Business
Role Specific/Technical Role specific and technical capabilities includes the operational skills required to perform
Capabilities functions within the business.

*We will partner effectively with business to ensure technical capabilities are established and support development of these through
the workforce plan, with business areas driving requirements and development in this field.

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 Guiding Principles – Education Development Plan
Current State What will get us there Who is responsible
Develop a Mandatory Training Catalogue of core learnings No current catalogue of learning. Strong understanding of the priority and People Strategy and Culture
required within ACTHD. mandatory capabilities of focus to the Branch, in consultation with
Directorate. key stakeholders.

Develop a training catalogue of available training across the No current catalogue of learning. Directorate Workforce Plan. People Strategy and Culture
ACTHD to build on our key capabilities. Branch, in consultation with
key stakeholders.

Implement a consistent approach to analyse, design and No learning and development model used Workforce Capability and Governance People Strategy and Culture
develop new learning programs for ACTHD. in ACTHD. implementation of standardised Branch
learning design.

Develop learning programs to help build managerial capability Currently in development. Capability Framework, outlining the People Strategy and Culture
in dealing with conflict, providing feedback, psychosocial managerial capabilities required Branch
safety.

Build on leadership foundations program for middle Leadership Foundations released to SOG Budget, commitment from business and People Strategy and Culture
management within the agency. Consider developing lower staff, no follow up program developed as staff to participate in programs. Branch
level leadership capability through release of foundations yet.
program.

Establish a Learning and Development budget, aimed at No defined corporate training budget. Appropriation of budget into a Strategic Finance
centralising funding for core learning within the Directorate. centralised account.

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 Guiding Principles – Engagement Development Plan
Current State What will get us there Who is responsible

Develop and promote a Mentoring program for the No formal mentoring programs Research into best practise People Strategy and Culture, in partnership
Directorate. within ACTHD. mentoring arrangements with Executive Managers.
across both ACTPS and APS.

Promote and instigate staff shadowing framework and No formal succession planning Research into best practise People Strategy and Culture.
opportunities within the Directorate, assisting in succession toolkits or shadowing framework. across both ACTPS and APS.
planning.
Strategic Workforce Plan

Staff and managers promote engagement in learning and Performance Development Plan Continued engagement on All ACTHD Staff.
development plans and discuss in regular conversations, implemented with focus on Performance Development
establishing a positive culture and attitude to professional personal development, Plans and performance
growth. inconsistent follow through. conversations with managers
and staff.

Investigate inter-directorate mobility and secondment No formal Mobility Framework Strategic Workforce Plan People Strategy and Culture in partnership
frameworks to develop capability and partner with other within the Directorate. with other HR functions across the ACTPS.
directorates to build talent.

Identify and partner with specific tertiary education providers No partnerships formalised within Strong stakeholder People Strategy and Culture, in partnership
to help build capability and development networks. ACTHD. engagement, key tertiary with Business Areas to determine
facilities to partner with. appropriate tertiary providers.
Strategic Workforce Plan

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 Guiding Principles – Experience Development Plan
Current State What will get us there Who is responsible

Build and establish an onboarding orientation Current onboarding/orientation program Refreshed communications plan, People Strategy and Culture to set the
program for new starters and managers. is corporate specific, without much stakeholder engagement across the framework.
information on technical. Directorate.
Managers and Executive to embed into
their work area.

Develop a ACTHD People Capability Framework No People Capability Framework. Research and partnership into People People Strategy and Culture.
underpinning key development priorities Capability Frameworks across the
capabilities required within the Health Directorate. ACTPS and APS.

Build opportunities within formal education Learning Programs available to staff are Revision of current learning programs, People Strategy and Culture to revise
programs to apply learnings within the workplace, not structured to support embedding the providing opportunities for staff to apply programs.
building the on the job experience of our staff. guiding principles. learning.
All staff to actively participate and embed
learnings.

Investigate and develop a skills register and audit Workforce planning processes are Resources and systems to support People Strategy and Culture
process of directorate staff. underway, however no process for self building a skills register
assessment is established. No register is All staff to actively participate in
maintained. completing any skills register developed.

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 Guiding Principles – Evaluation Development Plan
Current State What will get us there Who is responsible

Establish common training needs analysis to No training needs analysis complete. Implementation of a consistent learning People Strategy and Culture Branch, in
assist business areas in determining technical model, Directorate Workforce Plans to consultation with key stakeholders.
training requirements, aligned to the Directorates help identify key capabilities.
Workforce Plan.

Build reporting mechanisms on attendance, Adhoc reporting completed as needed, Learning Management System. People Strategy and Culture Branch,
completion and effectiveness of training with manual input and intervention Power BI. Data Analytics
programs, with a focus on compliance with required.
mandatory training.

Review and evaluate existing Learning and No Revision is planned. Regular and planned review and People Strategy and Culture
Development opportunities in line with the evaluation of programs to ensure
Strategy, Key Development Priorities and effectiveness and alignment to strategic
Capability Frameworks to ensure fit for purpose. priorities, using data inputs to help shape
programs.

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 Administration to Support the Strategy
Current State What will get us there Who is responsible
Review the Learning and Development Strategy Learning and Development Strategy to be Finalised workforce plan, finalised People Strategy and Culture
in line with completed Directorate Workforce implemented in early 2023. Learning and Development Strategy.
Plans.
Commit to regular review of the Studies Policy is in existence and will require Commitment to review. People Strategy and Culture
Assistance Policy for the Directorate. annual review to align to the strategy

Consider and define the requirements to sustain Adhoc agreement to funding, no clarity of Funding and Resourcing. People Strategy and Culture
system-wide leadership, management and requirements.
human resources training and development Agreement across the three Health Executive Board
programs including the allocation of resourcing Organisations to define and implement
and effort from the three organisations. requirements. EGM Corporate and Governance

Establish communication plan and branding for Existing communication plan to be Partnering with communications and People Strategy and Culture, Internal
learning and development strategy opportunities. revised. facilitating engaging communications on Communications
Learning and Development across the
Directorate.

Redesign SharePoint pages for new starters, Current pages provide relevant Active engagement from communications People Strategy and Culture, Internal
learning and development. Establish new content information on some of the opportunities. to help shape pages. Communications
for programs and development outside formal
learning. Regular review of content to ensure up to
date information is provided.

Service Level Standards and clarity of roles No clear roles defined in learning and Agreement from across the Directorate People Strategy and Culture,
across the Directorate in relation to Learning and development, unclear managerial/PSC as to the role staff, managers and PSC in Governance and Risk
Development functions. and business area responsibility. learning and development.

Development of Standard Operating Procedures No Standard Operating Procedures Access to full LMS administration People Strategy and Culture in
to support Learning Administration across the available. functions within HRIMS. partnership with HRIMS learning team
Directorate.

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